Most people involved in Agile Software Development are familiar with User Stories which, in it’s slimmest form, consist of a narrative and a small set of acceptance criteria. But what about Epics? What exactly is an epic and how does it distinguish from a user story, theme, initiate, spike or task? Let’s have a look what the purpose of an epic is and what it usually looks like in Agile Software Development.
Everyone who designs and manages products is familiar with the situation in which different ideas, requirements, market demands and legal regulations just pile up. You end up with a big stack of wishes and requirement and need to refine and prioritize them for implementation. Therefore a well maintained product backlog is highly beneficial and supports you in creating a good product. Here are practices that have proven useful to me over the years.
In a previous post I covered the concept of minimum viable product (MVP) as a means of supporting learning and validation of ideas during product development. To complete the picture I would now like to address the concept of minimal marketable product (MMP), which is a version of the product that is just sufficient to go to market with. On the one hand, MVP is used to validate whether you’re on the right path in creating a product that is valuable for users while reducing the risk of failure and waste; MMP is, on the other hand, aimed at achieving short time-to-market while delivering the right functionality to provide value to customers.
Many Agile projects still stick to working towards deadlines instead of iterating and building product increments. When working towards a deadline, building feature after feature per iteration, the benefits that one would normally have with an incremental way of working, such as learning about users, market, technology, and architecture are lost. The risk of waste is taken for granted in that case. Nevertheless the agile manifesto is violated on several points such as simplicity or delivering valuable software to users.
A major challenge faced in product development, especially with newly introduced products, is to validate whether or not the product solves problems and delivers value to it’s target group. It is common practice to develop products based on assumptions without involvement of real users. As a consequence the risks of failure and waste of costs is accepted. Even expensive market analysis cannot eliminate uncertainty about the product’s value to real users. Obtaining valid feedback and learn from a product that doesn’t exist yet can be difficult, which leads to a high degree of uncertainty in terms of features the product should contain. Why would you take that risks while real users are available to support you gathering insights and validate the product? The …
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