Сногсшибательная груди шикарной Denni T

Сногсшибательная груди шикарной Denni T

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MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements.
The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”
Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.
You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.
Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.
At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.
Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.
With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.
As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.
The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.
If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”
Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.
“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.
Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.
So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.
One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).
Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame.
Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.
Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example:
What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete.
A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.
Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.
Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.
One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.
Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .
To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.
For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.
One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders.
Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives.
One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.
But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.
MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.
Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.
If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.
Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.
You will need a separate ranking methodology. You can choose from many, such as:
For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .
To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context.
At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss.
MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects.
The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.
Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made.
If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.
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Moscow's ex-chief rabbi warns of growing pressures fraying Russia's Jewish community Rabbi Pinchas Goldschmidt was chief rabbi of Moscow for nearly three decades. NPR's Daniel Estrin talks to him about why he fled Russia following the invasion of Ukraine.

Moscow's ex-chief rabbi warns of growing pressures fraying Russia's Jewish community

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Rabbi Pinchas Goldschmidt was chief rabbi of Moscow for nearly three decades. NPR's Daniel Estrin talks to him about why he fled Russia following the invasion of Ukraine.
It's been nearly six months since Russia's invasion of Ukraine, and we're going to spend this next part of the program hearing two very different voices of protest against Vladimir Putin's Russia. First, we turn to a leader in Russia's Jewish community who has fled the country. Rabbi Pinchas Goldschmidt moved to Russia as the Soviet Union was crumbling to build up the Jewish community that had been suppressed under Soviet rule. And as Moscow's chief rabbi for almost 30 years, he became one of Russia's most influential Jewish figures. But then, two weeks after Russia launched its war on Ukraine, Rabbi Goldschmidt and his wife packed two suitcases and quietly fled the country. Now he's speaking out about his decision to leave. Last week, I spoke with Rabbi Goldschmidt about why he left and what the war has meant for Russia's Jewish community.
On February 24, you woke up in Moscow to the news of Russia's invasion of Ukraine. And two weeks later, you left. Can you describe those two weeks?
PINCHAS GOLDSCHMIDT: It was like waking up in a different city, in a different country. So this was not Moscow anymore. It's not - it wasn't Moscow as we knew it. We received reports of - daily of mass arrests and new decrees and new laws which - the closing of all - the remnant of independent media and the most prominent members of civil society, who were not totally connected to government, just leaving the country. And then we saw the West uniting around Zelenskyy and Ukraine and then the start of this avalanche of sanctions against Russia. So all this basically told us that we live in a new situation and totally new Russia.
ESTRIN: You've said that there was pressure on religious leaders to publicly support the invasion. Describe the kind of pressure that you were under.
GOLDSCHMIDT: I think that across the board, the government expected civil society, as well as everyone, openly to support the war.
ESTRIN: And how about you? What kind of messages did you receive personally, as chief rabbi of Moscow?
GOLDSCHMIDT: What I understood - that while in the past, it was possible just to - by refraining from dealing with politics in general, was - it was possible to continue to administer Jewish community, to lead a religious life and with schools and synagogues. I understood that in this new reality, this changed reality, the government is going to demand much more from everyone who is still in an official leadership position in the community.
ESTRIN: So was it something that you - was it something implied, or did you get a direct message from any leadership?
GOLDSCHMIDT: We received direct messages, and we decided initially that we not going to support the war in the leadership, but we're not going to criticize the war either in order not to get the community into trouble. But as time progressed and I realized that keeping quiet in such circumstances is morally wrong when you have thousands - tens of thousands of Jewish refugees and millions of refugees who have to leave their homes and their hometowns - and to keep quiet would be morally not defensible. So my wife and I, we decided that we - while we cannot talk and speak up while we are still inside Russia, we are going to leave Russia, and we're going to actually help the refugees.
ESTRIN: So just to clarify, you received a direct message from the Kremlin expecting you...
GOLDSCHMIDT: The community received messages. The community received direct messages. And...
ESTRIN: From the Russian leadership, expecting you to...
ESTRIN: And the initial decision of the Jewish community was not to say anything.
ESTRIN: And then you changed your mind.
GOLDSCHMIDT: Right. This was a personal decision, this decision which took some time to come to. And I understood that - and as the war went on and became more and more terrible, I decided that the time has come for me to speak up.
ESTRIN: Rabbi, our conversation is airing on Tisha B'Av, which is the Jewish day of mourning. It's a day of fasting. It's a day that marks many calamities that Jews have faced throughout history. If you were still in Moscow at your synagogue and you were able to speak openly and freely on this day, what would you tell your congregation?
GOLDSCHMIDT: When I went with my wife to visit refugees in Hungary - in Budapest a few months ago, an elderly lady approached us and said that she is from Kyiv. She left Kyiv with just one suitcase a few days ago. And in Kyiv, she's the owner of a big factory manufacturing tiles. And she said, rabbi, I want to ask you a question. I said, yeah, what is your question? She says, why did God do this? I replied - I said, you know, God has not explained it to me in his last phone call why he allowed this war to happen. But I want to tell you one thing, is that the first commandment, which was issued to the first Hebrew - to Abraham, the father of all the Abrahamic religions - was (speaking Hebrew) - just go. Go to the land I promised, to the land I will show you.
To be a Jew means to be able to pack your bags from one day to the next and move on. And no matter in what dire situation we found ourselves, we were able always to move on and to rebuild. And we're not only crying over the past, we're rebuilding for the future. And that's our strength as Jewish people.
ESTRIN: That's Rabbi Pinchas Goldschmidt, chief rabbi of Moscow, who has resigned from his role after nearly three decades and left Russia in protest of its war on Ukraine. Rabbi Goldschmidt, thank you so, so much for agreeing to speak with us.
GOLDSCHMIDT: Daniel, thank you very much for inviting me to speak on NPR.
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