Value is context sensitive. Almost universally, value is difficult to measure. Value can be a mixture from one/some/all of the following perspectives: market/customer/consumer/end-user organization/stakeholder/employee/reputation authentic progress towards the United Nations sustainable development goals learning in relation to the above through feedback/analytics/research/experiments reducing risk to the above, e.g., failure demand, technical mess, "sticks of dynamite down the backlog" When forecasting potential value, value is not crystal clear; it’s about the relative value of one item over another.

The Scrum Guide added commitments: Product Backlog - Product Goal Sprint Backlog - Sprint Goal, and  Increment - Definition of Done.  

Bottom line for that client Like anything, a little knowledge can be dangerous. Here is a report from one individual at that client...

I read and reviewed the books. But I didn't get it. I had to attend a workshop by Haydn Shaughnessy & Fin Goulding to understand what Flow is all about.

a case study on evidence based management for agility for freeing up capacity

For those who use Scrum, I hope you find this two-pager of hints and links useful....let me know if you have even better ones, thank you.

A blog post on executive leadership inspired by conversation with experts..

Kanplexity is itself an empirical Direction of Travel.

1000s of people, with a huge appetite for varying levels of agility, & low appetite for risk, with so much enthusiasm - is called a Scrum

How similar are Nexus and LeSS really?

Just how much do the original Lean and Agile grate against each other. What does John Coleman recommend you do if they co-exist in your organziation?