eCommerce · Product Ownership · DEPT®

Costes Webshop

Technical Product Owner work on the Costes omnichannel webshop build at DEPT®. Translated discovery workshop outputs into a full sprint roadmap, defined 9 epics with MVP-ready components and acceptance criteria, wrote refinement-ready user stories, and resolved a live CPI-to-SAP order sync failure during development.

Company
DEPT® Agency
Role
Technical Product Owner
Type
Roadmap + Problem Solving
Outcome
Delivered go-live roadmap
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The Assignment

Translating discovery into a delivery plan.

Following the completion of technical, architectural, design, and data discovery workshops for the new Costes omnichannel webshop, the work involved two main deliverables: building a full sprint roadmap for go-live, and resolving a critical CPI-to-SAP order sync failure that surfaced during Sprint 4 development.

Strategic Approach

Starting from business ambition, not a feature list.

Rather than working straight from the workshop outputs, I grounded the work in the business goal first: a modern omnichannel webshop with higher conversion. From there I defined a vision, mission, and success KPIs, then mapped the end-to-end user journey to extract epics logically.

  • Defined vision, mission, and success KPIs for the webshop before working through the component list
  • Mapped full user journey: Landing, Browse, PDP, Checkout, Post-purchase
  • Extracted 9 epics from the user journey stages rather than from the raw workshop output
  • Prioritised using RICE scoring, MoSCoW, dependency sequencing, and CRO priorities
  • Applied INVEST principles and Gherkin (Given/When/Then) acceptance criteria to all user stories
9 Epics Defined

Every component traced back to a user journey stage.

PLP — Product Listing Page PDP — Product Detail Page Checkout CMS, SEO and Content CRM, Account and Consent Homepage and Navigation Store Features and Pickup Technical Integrations UX/UI Design System

Each epic was broken into MVP components with acceptance criteria, dependency mapping, effort estimates, and stakeholder assignment per component.

Sprint Roadmap — Sprint 0 to 7

8 sprints from foundations to omnichannel go-live.

Sprint 0
Foundations
SFCC Sandbox, infrastructure setup, design tokens, CI/CD pipeline
Sprint 1
Homepage and Navigation
Hero banner (CMS-controlled), top navigation, footer with Voyado signup
Sprint 2
PDP and PLP Core
Filters, sorting, pagination, product images, size guide, recommendations
Sprint 3
Checkout Foundation
Shopping cart, guest checkout flow, address forms, payment basics
Sprint 4
CMS and SEO
Content blocks, SEO metadata, featured collections, editorial pages
Sprint 5
Account and CRM
Basic registration, newsletter opt-in, Voyado integration, order confirmation
Sprint 6
Omnichannel Store Features
Store locator, pickup eligibility logic, SAP stock sync, local inventory check
Sprint 7
Final Polish and Optimisations
Labels, UX polish, non-MVP nice-to-haves, performance and accessibility
9
Epics defined
8
Sprints planned
RICE
Prioritisation method
Example User Story

Refinement-ready with Gherkin acceptance criteria.

"As a guest user, I want to check out without creating an account, so that I can purchase quickly."

  • Functional: Collect name, address, email, and payment details without requiring login
  • Technical: API integration with SAP Order Sync via CPI connector
  • Given I have items in cart, When I choose Checkout as Guest, Then I can enter shipping details without login
  • Given I submit my order, When payment is successful, Then order is pushed to SAP
  • Dependencies: Cart logic completed, SAP connector available
  • Stakeholders: Customer Experience, SAP Integration team, Checkout UX designer
Integration Problem Solving

Resolving a CPI to SAP order sync failure in Sprint 4.

The team implemented the order push to CPI exactly as specified in the user story, but orders were not reaching SAP and OBP. Here is how I diagnosed and resolved it.

  • Immediately convened a focused sync with the dev team to understand the exact error state and what had been implemented vs what was expected
  • Reviewed CPI connector logs and error responses to identify where in the chain the failure was occurring (SFCC to CPI, or CPI to SAP)
  • Engaged the SAP Integration team and CPI middleware owner as key stakeholders to jointly diagnose the root cause
  • Proposed adding a retry mechanism with exponential backoff to handle transient failures
  • Recommended implementing an async order queue with error logging so failed orders could be surfaced and replayed without data loss
  • Introduced idempotency keys to prevent duplicate orders being created during retry attempts
  • Set up a monitoring dashboard and fallback alert system so the team would be notified immediately of future failures
  • Communicated status, impact, and resolution timeline to business stakeholders and the client to manage expectations and avoid go-live risk
Tools and Methods

How I worked.

Sprint Roadmapping Epic and Component Breakdown RICE Prioritisation MoSCoW Method User Story Writing Gherkin Acceptance Criteria Dependency Mapping SFCC SAP / CPI Integration Stakeholder Management Agile / Scrum