Prioritisation with MMFs

For the majority of agile teams user stories are the preferred tool for requirements management. User stories provide numerous benefits including; a focus on the business problem being solved, a just in time approach to specification, amenability to splitting that supports working in short time-boxes.

The problem with user stories in practice is that the desire to work in short cycles drives teams to split stories to a degree that they can loose sight of the value element from the perspective of a customer or product owner. This is often alleviated through themes or story hierarchies but maybe there is a better way.

The minimum marketable feature (MMF) provides a connection between the high level vision of the project and the detailed user story.

According to Software by Numbers a Minimal Marketable Feature is:

… a chunk of functionality that delivers a subset of the customers requirements and that is capable of returning value to the customer when released as an independent entity.

I have found that this construct offers a powerful approach to assessing, understanding and prioritising feature sets. I believe that the benefits of considering MMFs applies to both software projects and product development activities. Due to the focus that is placed on the need rather than the solution this technique continues to apply where we consider projects with little bespoke software.

In essence given some form of need we must pursue it’s decomposition repeating the challenge; “is the described feature or feature set really so minimal as to be un-deployable should any aspect be missing”. We gain further benefit by asking; “is there any aspect of this specification that is over specified”.

I guess at this stage an example is called for. Imagine for a moment that I am a traditional retailer considering gaining a web presence. I have a vision to develop an online presence in order to increase revenue by attracting a wider customer base.

I can begin assessing my need and decomposing features while ensuring that the resultant chunk remains marketable.


Help prospective customers find out about the business through basic online presence.


Enable online purchasing of restricted set of products
Offer a single form of payment


Broaden product range


Increase payment options


Make special time limited offers


Provide vouchers to encourage repeat custom

I am still experimenting with this approach, however, it seems that as a product increases in maturity MMFs can reduce in size (probably to the point where stories would be adequate). It is early in the process where we can get the most value.

In my experience release planning is an area of weakness for many organisations. Releases are large for a variety of reasons including funding, deployment effort and fear of not getting what you really want. I believe that an aspect of this is that once assigned a project it’s team want it to live on independent of the rest of the organisations portfolio. Applying an MMF approach should ease the job of portfolio management since MMFs have a very tangible value proposition.

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