What is Moscow prioritization? Definition, procedures and frequently asked questions (2023)

What is Moscow prioritization?

MoSCoW is an acronym that defines four prioritization categories:I have to-to have,Should-to have,could-have andhabit-to have. The o's are only included to help with pronunciation.

MoSCoW prioritization solves one of the main problems of less robustpriorizationTools by establishing specific definitions for each priority level.

For example, if something is at the "must have" level of MoSCoW, everyone on the team knows right away that this feature cannot be overlooked during project development.

In this guide, we'll look at how product teams can prioritize the use of the MoSCoW framework, how to perform a MoSCoW analysis, and how to write MoSCoW requirements. let's go in

Origins of the MoSCoW framework

In 1994, Dai Clegg was a software development consultant at Oracle. The teams used RAD (Rapid Application Development) but had limited time, which led Dai Clegg to create the MoSCoW rule to prioritize development tasks during product launch.

The MoSCoW rule became popular in the context of agile project execution.DSDM(Dynamic Systems Development Method) in the early 2000s. DSDM attempts to improve RAD development.

A strategy is necessary to determine the cost, quality and time requirements at the beginning of the project. Moscow fits the picture.

Asagilehas gained popularity, the value of the Moscow Rules in decision-making has become clear. MoSCoW is now a widespread method for prioritization within the agile framework.

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(Video) What is MoSCoW Prioritization Method? Definition, Overview, and Best Practices

How does MoSCoW work in the agile area?

The MoSCoW method plays an important role here.agile development. The technology is based on the agile project management model.

The focused and iterative nature of Agile development forces teams to ruthlessly refineRequirementto what is needed for a particular iteration. Moscow fits well into this process.

for example aMinimum Viable Product (MVP)consists only of requirements that are "must have".

In agile development, the requirements must be re-evaluated after each iteration and with new versions.user storiesdevelop.

not asDSDM, agile development's focus on changing user requirements, and constant course fixes make the Moscow Rule a regular exercise rather than a one-time task to be accomplished and set in stone.

Each of the project's agile elements can be prioritized into Musts, Shoulds, Coulds, and Shouldn'ts, so teams can implement solutions quickly, use resources efficiently, and integrate those new or changing requirements.

In an agile development environment, the MoSCoW definition of "shall not" can be seen as "shall not have for now", recognizing that current iterations will focus on a subset of requirements and future iterations will contain more features.

MoSCoW also helps when agile development forces teams to focus on higher priorities by limiting time and resources with tools likehustleor timeboxing, forcing activities into a fixed time frame.

Other agile techniques that involve users in the design process are limited by the time users can afford to help with development. MoSCoW can help prioritize users' time and effort for the most important features.

How to make a prioritization of Moscow?

Now that you know a bit more about what Moscow prioritization is, let's see how to put it into practice: What are the rules for Moscow prioritization and how to perform Moscow analysis? Here are the stepsand best practicesfor carrying out its own prioritization of Moscow.

Download now: Get our 5-minute guide to using the MoSCoW prioritization technique

First, let's start writing the MoSCoW requirements.

1. Determine your project requirements

Although MoSCoW prioritization should be used early in the project management cycle, it should not be your first step. You must have project requirements in place before you can organize those requirements by priority. So the sooner your team can establish those priorities, the better.

Like all steps of MoSCoW prioritization, this step should be done jointly by bothproduct teamyInterested people.

2. Define your prioritization levels

As mentioned, theThe Moscow model consists of four components.: essential, essential, possible and unwanted. Although the title of each category makes its purpose quite clear, it is important that each level is clearly defined.

So how do you write each of these MoSCoW requirements and decide which tasks belong to which level?

I need to have

These product characteristics should be the easiest to determine. If you were designing a car, these would be the tires, engine, and fuel. When creating a quote service, the ability to integrate with a user's bank account can be a must-have component.

In other words, these are them.MinimumThe requirements of your project: they are not negotiable. If you're having trouble determining which features to put in this category, just ask yourself, "If this feature/milestone/component is not met, will the project fail?" If the answer is yes, then this is an indispensable component.

Should have

Your project must-haves are those features that are not essential to the success of the project, but still add significant value. These characteristics are more oriented to satisfy the desires and expectations of customers than to satisfy their basic needs.

Going back to our car example, one component to have would be air conditioning. This is not necessary for the car to run, but a car without air conditioning would be a hard sell. Like the must-haves, you want to try to hit all the must-have milestones by the end of the project.

Could have

This is the general category for features that are neat, interesting, or fun, but don't necessarily serve a larger purpose. These are the comfort elements, the bonuses, of your product. You may find that this is the area where the most changes occur during the project, with features moving from this category to the have-nots and should-haves.

To determine if a feature is a beauty or a must, consider how it affects your product's value to customers. In most parts of the world it will be almost impossible to sell a car without air conditioning as a "good" car. A car without a parking camera, while a useful feature, is unlikely to drastically decrease the perceived value of the car. So in this category, you put features that sweeten the deal but don't affect or detract from the success of your product.

I do not have

Finally, we have the I don't want to have. This category is likely to fill with ideas as you progress through the project development cycle. Essentially, this is where you add features that you want to include in your product but for some reason can't.

Or you don't have the technology, talent, resources, or confidence to try to implement a specific component in your product. Instead of throwing that idea away in a notebook and forgetting about it, put it here for future reference. You may find that some of your opportunities, and perhaps even some opportunities that you should have, don't really exist due to unexpected constraints.

3. Organize your needs into priority levels

Once you've established your requirements and clearly defined your priority levels, it's time to categorize your requirements into priority levels.

"Must have" requirements should be easy to identify, as these are the things without which your project cannot function. However, for the other levels, it may be useful to consider a few other factors when determining which requirements fall under which category:

• time restrictions

• teamwork

• budget constraints

• team workload

• Collaboration between teams

Not only should features and ideas be placed at each level of the MoSCoW model, but a clear amount of resources allocated for each level should also be agreed upon.

4. Refine and optimize

At this point, your team should be done with the initial phase of categorizing all project requirements by priority. However, this does not mark the end of the Moscow process. Each time a milestone is completed, the remaining milestones must (briefly) be reassessed.

For example, you may have requirement X that falls into the "could have been" category during your first MoSCoW meeting. However, once you complete a few must-haves, you may see requirement X differently and decide that you need to implement it more urgently or that it adds no value at all.

A flex element is good during development, though you shouldn't change your MoSCoW model so drastically that it becomes unusable. The secret is finding a sweet spot between iterative evaluation and a structured way of working.

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Why the prioritization of Moscow matters

There are several reasons why the MoSCoW method is useful for making a solid product. First, it helps you create a timeline for your project by determining what needs to be completed first. Everyone knows the most important features that give clarity to the entire project.

Second, the MoSCoW approach is great for setting expectations for the project, both for the team and for theinterested people. It gives investors a good idea of ​​what to expect from the project, as well as a clear idea of ​​what each feature will cost.

Third, implementing MoSCoW into your workflow helps keep the project vision on track. When you brainstorm with colleagues, encourage their creativity, and try to go above and beyond, it's only natural for your team to go beyond project requirements and boundaries.

While that's good for the drawing board, it's not so great when you're actively developing the product. Moscow offers everyone a clear list of what they must achieve. against a vague and multifaceted vision.