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  • again, clearly my plane example wasn't the best. Let't try this one: "As a customer (in an online shop) I want to be able to pay my cart using MasterCard so that I don't need to get a Visa". This is a very concrete and precise feature but the technical work required may exceed the sprint length and add no value until it's actually done. Did I explain myself better? Commented Sep 1, 2014 at 15:38
  • @Lezka: "Again?" Your question didn't mention anything about your example not being adequate. As to your comment... What makes the technical work level so high? Is it because the feature is actually composed of smaller features, or because there are all kinds of unnecessary technical hurdles in place? If the latter, it sounds like there's another problem to be solved before features can be added. Does the system already have credit card payments? Adding MasterCard as an option to an existing payment gateway sounds simple. If there isn't a gateway, adding one has multiple steps/features. Commented Sep 1, 2014 at 15:44
  • sorry, I said again because I edited my original question too as a user said that wasn't software related. Anyway, so your view on this one is that if we have so much technical work behind a simple feature, there is probably a problem somewhere else in the code, and if the feature requested is not so simple, the PO is probably note making an effort to simplify it, would that be right? Commented Sep 1, 2014 at 15:52
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    @Lezka: Well, I can't be very specific with contrived examples. There is no one single answer, every product/feature/story/team/etc. is different. The overall team should collaboratively make an effort to decompose the work into smaller components. Epics, features, stories, tasks. Stories and tasks shouldn't cross sprints, but epics and features certainly can. QA would validate stories, the PO might only validate features. Commented Sep 1, 2014 at 15:55