How do you respond when your CPO tells his team that our MVP for an upcoming product is not lean enough, when the CPO agreed to the original MVP? Seems like she’s getting pressure from the board and that we need to get something shipped in early Jan which was not a timeframe we were explicitly working towards

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Just build the bare basic minimum. It's just for the Board meeting in Jan likely. Even if its not working or tested, so long as the visuals are there. Even if it's not a full MVP, your CPO can cover citing the holidays and the original timeline and some dialog about "we were just so excited to share this with the Board, and we are making progress every day". It'll be good to get the Board's thoughts on it and their take on what the market is doing, in case your team needs to pivot. Then finish your MVP, and build out an MMP later after user feedback.
This happens all the time. Trust your CPO.

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I think this might be the most reasonable route to take OP, it doesn't look like your CPO is magically going to change their mind. It might be worth having an additional discussion to understand the pressure a bit more

You only control what you can. You should voice concerns and have an opinion, while being productive. Impossible tasks are impossible, but isolate the problems/value into deliverable things and be transparent on the time it takes. The client may be willing to move deadlines if the value is there. Communicate internally with your leadership and work through them once you have a plan to resolve the issues.

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I'd ask what she would deprioritize. As it stands her statement is not actionable. So, let her define actionable step.

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I would look for client validation of the reduced capabilities... will anyone adopt or get value from a slimmed down MVP?

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Part of the original MVP was to do just that. It’s been revised once to slim it down but being asked to slim it down again it nuts IMO

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There have been things out of my control like making commitments to customers for other product features which has my team have had to work on other things

Hacks are ok as long as team understands trade offs. Conversations like “at what scale do we need to build the ‘right way’” or “what limitations do we have” are questions I ask my engineering leads all the time.

No point in hacking away at something that breaks at 500 users when your marketing team is anticipating sending 1000 users through acquisitions campaigns a week from now. Or maybe it is ok and that’s a decision your team makes together.

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I think one of our investors is on the board and wants to use the product

And they will be the first one, in April when it's ready.

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Unless your CPO approved every user story, every acceptance criteria, then there is usually something you can probably cut as part of an MVP. That’s probably their viewpoint.

I wouldn’t just say cut this or that, or throw it back to your CPO to pick one to cut. Hopefully every decision you made had an outcome/objective you were trying to achieve and some time of scoring framework that you can quantify one feature/idea over another. Go back and stack rank your features into MoSCoW rankings and discuss/debate any could haves and below. If you have zero to cut, then have a reason for everything and be prepared to defend to your CPO – and if they still disagree then document that as an executive decision. If you have a few more things to cut, present it with your reasons, and move forward with that reduced scope.

Then create a v1.1 bucket or fast follow and define when that work would be shipped. MVP doesn’t mean all or nothing sometimes – you should be iteratively shipping every 1-2 weeks.

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