There are two common elements that contribute to unsuccessful MIS/ERP projects. A first mistake is wanting to change too much at once. You’ve probably seen that before. The second pitfall is continuing old habits and practices in the new setting. Sounds familiar, right?

If you are responsible for the success of the upcoming migration to a new version or a completely new implementation, you might want to adopt the MoSCoW methodology. This prioritization method supports you in limiting the scope of your project phases, while preventing obsolete practices and processes from leaking into the new system.

Organizations frequently struggle with end users who demand more functionality than they can handle. They tend to overestimate their capabilities in terms of available time, focus, skills, persistence and motivation.

Another common culprit is maintaining old processes and habits from the old to the new system “because we’ve always done it that way.” This aspect proves especially ineffective where organizations are forced to transform their business to stay relevant. Think of the huge changes digitization has brought to the print industry.

The MoSCoW methodology is a simple yet effective tool that can help prevent you from stepping into these pitfalls while collecting the requirements for the new solution. MoSCoW is an easy to remember word in which 4 consonants are central.


The M stands for Must. This concerns the functionality that is absolutely key to be able to work with the new version or solution. No compromises allowed!


The S stands for Should. Here we evaluate necessary functionality, but just a little less important than with Must.


The C stands for Could. These are your ‘nice to have’ functionalities.


And finally, the W stands for Won’t. This is the functionality from your current system that you don’t want to see again in the new system.

The strength of this method lies in the understanding that success begins with making clear choices, ideally supported by your management. The idea is to invite all departments to divide their wishes across the 4 categories. It can be helpful to impose some limitations per category – in numbers or value of wishes –  to prevent smart colleagues from putting everything in the Must basket. All requirements that do not become part of this phase are given a new chance when defining the next project phase. Again, based on MoSCoW of course!

Let’s not forget the last category; the Won’t. Here it is wise to include your complaints administration and customer satisfaction surveys. After all, this content best indicates where your customers think things should be improved.

Organizations that use the MoSCoW principles have a substantially greater chance of successfully completing their projects. So why wait any longer?

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PrintVis is a solution you won’t outgrow.

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