Category Archives: business value

Two Levels of (Agile) Planning

Almost all firms that I work with have at least two levels of planning.  I call them “high level” and “team level.”  High Level At the high level, project or product ideas come in.  Someone has to prioritize these opportunities initially, to see which ones make the cut.  Often this is formally done once a […]

Release Planning: Risks, Dependencies, Learning, MMFS and Other

[This is a continuation of a series on Release Planning that starts here.] Now we come to the point of (re)ordering the Product Backlog (PB). Note: After calculating the R Factor, I like to order the PB by R.  Not that I would expect the Team to do the work in that order, but to […]

Killing Babies or Sizzling Steak?

I thought I would share this story, with one or two key metaphors.  Perhaps useful to you.  I use the story in classes quite a bit. *** OK, the PO is trying to optimize on the Pareto idea (80-20, the vital few). (More about the Pareto idea elsewhere.) It is Feb 1.  At the beginning […]

Defining Business Value // #2 Customer Smile

Imagine that you make a new camera, and after all that work — does it make the customer smile? Imagine that it is not Scarlett Johansson. Just a girl or young woman. Or maybe any customer who buys your new camera. You don’t make any profit on that camera, just she smiles. How do we […]

Business Value is a dream

There is a famous Taoist story about a person dreaming that he is a butterfly and awakens and can’t decide: Am I person who dreamt I was a butterfly, or am I a butterfly dreaming I am now a person? This is not the kind of dream I meant, when I used that word in […]

Tell Her No

Once upon a time, a long long time ago, there was a song called “Tell Her No” by the Zombies. I like to play it sometimes in the courses. Here is the song: A simple and stylish song with quite a message. I like to let the music tell the message. I think it reaches […]

Understanding the customer

In my viewpoint, one of the key things about Agile is bringing the customer and the team (the implementers) MUCH closer together. So that, for example, the team starts to understand many (most?) of the marketing issues and activities in effect. In this regard, let me mention two things: While the customer often knows their […]

Additional Value from the Scrum course

In the prior post, I spoke of a simple way of measuring the value of a Scrum course, and the real subtext was: You must measure velocity (productivity) and you must increase velocity dramatically. (And, oh, by the way, a course might help you do that.) But aside from velocity, does the CSM course provide […]

Value from the Scrum Course

I wanted to reiterate views I think I have expressed elsewhere. My best guess is that a typical development team in North America of seven or eight, including the Product Owner and the ScrumMaster, costs about $1 million per year, including all related costs. (In my opinion, every team should know their total annual cost.) […]

The best work?

I just received an email in which the writer said their group does not have a real project-type project. This got me thinking. Key idea: How do we know our Agile teams are getting the most important stuff to work on? It seems to me we have the theory that, magically, “the users” will always […]