WHAT IS A MINIMUM VIABLE PROJECT (MVPJ)

 THE 80/20 RULE

The 80/20 rule, also known as the Pareto Principle, is a concept in economics and business that suggests 80% of outcomes often come from 20% of causes or inputs.

The 80/20 rule has been broadly applied in various contexts. For example

In business, it's often observed that 80% of a company's profits come from 20% of its customers or 20% of its products.
In productivity and time management, it's often stated that 20% of one's efforts result in 80% of the outcomes.
In software engineering, it's often noted that 80% of the errors and crashes are caused by about 20% of the bugs.

The main takeaway from the 80/20 rule is that not all inputs are equal; some contribute more significantly to the final outcome than others.

MINIMUM VIABLE PRODUCT (MVP)

A Minimum Viable Product (MVP) is a fundamental concept in Lean Startup methodology. It refers to a version of a new product which allows a team to collect the maximum amount of validated learnings about customers with the least amount of effort. It's a bare-bones prototype that is functional enough to satisfy early customers and provide feedback for future product development.

An MVP focuses on the key value proposition of a product, tests its core assumptions, and serves as a platform to learn and iterate. It's about identifying the basic features needed to solve a specific problem and meet market demands, eliminating all non-essential features.

It's a continual process of testing, measuring, learning, and refining a product or service based on feedback from early users. This approach reduces the risk of failure by verifying product-market fit before heavy investment in full-scale product development.

SCRUM MASTER AND PROJECT MANAGER

A Scrum Master and a traditional Project Manager have distinct roles and approaches in managing team dynamics and project execution.

A Scrum Master, aligned with the Agile methodology, is more of a coach than a manager. Their role involves removing obstacles that hinder the team's progress, facilitating communication, and ensuring that the team adheres to Scrum principles. They empower the team to self-organize and make decisions, fostering a collaborative environment where each member feels ownership and is encouraged to contribute to the project's success.

On the other hand, a traditional Project Manager adopts a more directive approach. They are responsible for planning, executing, and controlling the entire project. They make critical decisions, assign tasks, manage resources, and monitor the project’s progress. This role focuses more on adherence to a predetermined plan and timeline.

The Minimum Viable Product (MVP) approach complements the Scrum Master role. It emphasizes iterative learning and development with minimum intervention. By creating a basic version of the product and refining it based on feedback, the team is allowed maximum ownership, as they are involved in continuous decision-making and improvement. This aligns with the Scrum Master's coaching approach, encouraging self-organization and active learning for maximum project impact.

MINIMUM VIABLE PROJECT (MVPJ)

A Minimum Viable Project (MVPj) mirrors the principles of a Minimum Viable Product (MVP) in a project context. The goal is to deliver value by executing the least amount of work possible while still ensuring project success. It minimizes waste, reduces risk, and emphasizes learning and iteration. Here are some essentials of an MVPj

ARTIFACTS: Minimize documentation, but keep the essentials. You would need
A basic project charter defining the project's objectives, stakeholders, and value proposition.
A simple, dynamic project plan or backlog, outlining what needs to be done.
Basic progress tracking mechanisms, like a Kanban board or a burn-down chart.

INTERVENTIONS: The least amount of managerial interference is required. The team is empowered to self-organize and make decisions, fostering agility and adaptability. The Scrum Master (or equivalent role) only intervenes to remove blockers or when the team veers off the agreed-upon framework.

MEETINGS: Keep meetings to a minimum and make them productive. Typically, these would include:
A project kick-off meeting to align everyone on objectives and processes.
Regular (often daily) stand-up meetings for progress updates and issue identification.
Review/Retrospective meetings at the end of each iteration or sprint for feedback and improvement.

TIME: The project should aim for rapid delivery of value, using short, iterative cycles (sprints). The length can vary depending on the project's nature, but usually, it is 1-4 weeks.

Remember, the concept of an MVPj doesn't mean compromising on quality or skipping important steps. Rather, it involves focusing on the essentials, embracing flexibility, and fostering a culture of continuous learning and improvement.

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator

Adapt Consulting Company
We support people and organisations with Processes, Projects and Change

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