Navigating the MVP Trap: Lessons in Scope Management
As product development professionals, we often find ourselves in the exhilarating yet challenging landscape of minimum viable products (MVPs). It’s a process that can easily spiral out of control if boundaries aren’t carefully defined.
Recently, I embarked on a journey to create an MVP for a client. What began as a straightforward project quickly morphed between weeks three and eight. Each week seemed to invite an endless stream of additions – “Can we just add this one feature?” became a common refrain that echoed far too often. Before we knew it, the product had launched, but not in the “minimal” spirit that was initially intended.
This experience sparked reflection on our approach to managing scope and setting client expectations, particularly within service-oriented settings. It made me realize how crucial it is to clearly define what constitutes an MVP right from the start, and to maintain an open line of communication with clients about the implications of expanding its scope.
I’m curious to learn how others in the development community navigate the complexities of MVP boundaries in their projects. How do you ensure that the essence of the MVP isn’t lost to a growing list of features? Let’s share strategies and insights to better manage this common challenge in our field.
