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Category Archives: business value
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 […]
Defining Business Value // #2 Customer Smile
Imagine that you want to make a new camera. And in the first release you will make 1,000 cameras and basically “give them away” — to key influences, etc. So, all of that work makes the customer smile. Imagine that the picture to the right is not of Scarlett Johansson. It’s just a girl, and […]
Value of Training (CSPO)
What’s Scrum training worth? I am about to lead a Certified Scrum Product Owner course. (2 days in NYC and a bit later in Saratoga Springs.) The question comes up: What is this course worth? I explain this in more detail in the course, but here’s the summary. In the course we talk about many […]
Defining Business Value // #1 Risk
I hear many people complain that it is hard to define Business Value, so they won’t do it. Or, they won’t try any harder to do it. That it is hard and always changing is true. That fact does not, though, give us sufficient reason not to work hard to get better. I won’t reiterate […]
Identify your multiple! What?!
Let’s discuss the last post from the skeptic’s point of view. Simon (the implementer) 1: “OK, I don’t want to get fired, but what’s this ‘multiple’ got to do with it?” The multiple is the relationship between the cost of the team and the NPV (net present value) of the benefits the team delivers. As […]
ACTION: Go identify your multiple. Now.
Two posts ago, I buried a key idea in a lengthy list. Here’s the gist. When the managers come around trying to figure out who to “re-engineer,” would it be helpful to be able to say, “Guys, the firm invested in our team about $1 million last year and got about $3 million back in […]
Should we invest in a better Product Owner?
I won’t bore you with the calculation, but if you assume that a better Product Owner can: increase the value of Product Backlog items (stories) in the ‘project’ by 20% on average identify the Pareto curve partially in the Product Backlog, so that an 85-33 rule applies And if we assume that the team costs […]
Business Value Engineering
Business Value Engineering? What is that? Well, we mean all the practices and work-methods around assuring that more and more Business Value is being delivered to the customer, and the firm satisfies all its constraints (e.g., good return to shareholders). This is based on a key Lean idea. We are trying to optimize the end-to-end flow of […]