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.
Use of formulae for potential value is only useful to initially sort a list so we can then put items in “the right value sequence”, usually a value sequence “that feels right”. Sorting a backlog alphabetically can be useful to trigger thinking about what the wrong value sequence is; it’s a start.
Once we’re happy the items are in the right potential value sequence, other factors then interfere with that sequence, that is, reality; for example, dependencies and so on and so forth.
In Scrum, the Product Backlog is ordered. In Kanban Guide, a backlog is optional, and even if you have one, it is not necessarily ordered; my personal preference is to order as long as we don’t make a “cottage industry” out of it.
Value for an item is not realized until the item is used. Customer outcomes usually result in a change in human behavior. Either way, people understand a little more what they want when they see what they don’t want. It’s worse than that; Clayton Christensen’s “milk shake video” illustrates that point very well.
In your context, what is value? Please tell your context as part of your answer, thank you.
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John Coleman has been knocking around with agility since 2004, starting with a mission critical piece of work back then against advice and taking on ever more scary work since then :). A speaker, consultant, coach and trainer on all sorts of agility.