Why Prioritization is Key: A Case with MoSCoW Method

We recently had a conversation with a founder who had a brilliant product idea, but they wanted to pack so many features into their MVP (Minimum Viable Product) that the development would have stretched to at least 4-5 months—even using no-code tools like Webflow or Bubble. The complexity of features and integrations they wanted posed a significant challenge, especially for an MVP, which is supposed to get to market quickly to test viability.

After diving into the project, it became clear that the sheer number of “must-have” features was overwhelming, which risked delaying the launch. When faced with this situation, prioritizing features becomes essential. That’s when we recommended applying the MoSCoW Method, a prioritization technique designed to help teams focus on what’s truly important for a successful product launch.

Introducing the MoSCoW Method

The MoSCoW Method is a simple yet effective way to categorize tasks or features by their level of necessity. It stands for:

? Must have: The essential features without which the product cannot function.

? Should have: Important features, but not critical for the initial release.

? Could have: Nice-to-have features that add value but are not essential.

? Won’t have (this time): Features that can be postponed for a future version.

How We Applied It to the Project

In our meeting, we worked with the founder to break down the long list of features and assign them to the MoSCoW categories. We made sure that only the features absolutely necessary for the MVP to function were placed in the “Must have” category. For instance, things like basic user authentication and core product functionality went here. Then, we looked at “Should have” features—these were elements like enhanced UI details or secondary features that would improve user experience but could be added in a later iteration.

Next, the “Could have” category included optional integrations or additional nice-to-have tools that wouldn’t make or break the MVP. And finally, there were a few “Won’t have” features that, while interesting, were simply not feasible for the MVP’s initial launch timeline, like a full-scale analytics dashboard.

Why the MoSCoW Method Helped

Using the MoSCoW Method gave us—and the founder—clarity. It was easier to see how to structure the product development timeline and how to manage the founder’s expectations. By agreeing on what was necessary to get the product out quickly, we could shift the focus back to what really mattered for the MVP—testing the core product idea with minimal effort.

This allowed us to reduce the estimated development time significantly. Instead of delaying the launch by several months, we created a realistic plan to get the MVP to market sooner, allowing for user feedback and further improvements down the line. It also set the stage for flexibility, giving the founder room to scale the product later with additional features once the core product gained traction.

Conclusion

The MoSCoW Method is invaluable when developing products, especially for founders and teams who are excited about their ideas and might lose focus on what’s critical. It brings structure to decision-making, ensures that projects stay on track, and aligns everyone’s expectations.

In our case, by helping the founder focus on what their MVP truly Must have, we avoided an overly long development process and set a clear roadmap for future iterations. The key lesson? Prioritization is everything, and frameworks like MoSCoW make it easier to launch efficiently while keeping future growth in mind.