Tag Agile Value
27
APR
What's in a Story (Part 2)?
27 APR 2012 | Posted in agile value, incremental process, story | Author James YoxallIn a previous blog I raised some objections to the acronym INVEST, a widely-used definition of what a good story should be. In this post I introduce the alternative acronym that we use: VISIT. More importantly though, I provide a concrete and rigorous definition of a story.
The acronym VISIT stands for:
19
MAR
Flow, Flow, Value, Flow
19 MAR 2012 | Posted in agile value, business value, IndigoBlue Second Wednesdays | Author Stan Wade |
1 Comment
The Second Wednesday on Flow, Flow, Value, Flow was again an enlightening discussion on the challenges of developing and releasing value.
The discussion looked firstly at the challenge of the evaluation of value. The problem seems to have multiple dimensions.
10
FEB
Incremental Processes and the US Primaries
10 FEB 2012 | Posted in agile business process, agile value, business value, incremental delivery, incremental process | Author Alex McLachlanIt’s interesting to look at the US Republican Party presidential primaries as an incremental process and to contrast it with the incremental process at the heart of Agile software development.
It seems to me the main advantage of the series of primaries is that it reduces financial commitment and risk, allowing candidates to evaluate their progress through the process without committing to the full investment that a nation-wide “big bang” approach would need.
06
FEB
Looking for Value
06 FEB 2012 | Posted in agile value, business value, prioritisation, story | Author Stan WadeWe need an estimate of value of each story to prioritise our backlog. In some cases that’s pretty easy because the story will deliver a lot of clear business value, but at other times searching for any value is a lot harder, especially for a business team that thinks in terms of revenues and costs.
31
JAN
Realising the Value from Agile
31 JAN 2012 | Posted in agile governance, agile project management, agile value, business value, incremental delivery | Author Rob SmithIndigoBlue has a long held view that incremental delivery, and the supporting incremental strategy, is core to the success of Agile management. This tenet is the basis for our governance framework and our approach to managing Agile at scale. Last week I was presented with an illustration of this in the shape of one of our customers that has recently piloted the use of Agile in their office in the States.
During my studies at Tanaka business school, I was introduced to a concept called utility. It’s basically a concept used in economics to describe perceived value or satisfaction of something. The interesting thing is utility is subjective. I am not a great follower of football so the utility of a season ticket to Arsenal to me is pretty low, as it would also be to a Spurs fan. It’s pretty high for a ‘Gooner’ however.
02
OCT
Agile Business Value
02 OCT 2010 | Posted in agile methodology, agile value, business value | Author Ross JacksonDuring a recent preliminary meeting with a potential client, it became clear they were looking to pursue Agile as a methodology, without really knowing why. They’d been persuaded of the merits of Agile, but hadn’t really mapped this on to their own situation, so were asking us to implement an Agile transition, without having a particular objective in mind.
06
JUN
Agile in Everyday Life - 2010 Election
06 JUN 2010 | Posted in agile value | Author Ross JacksonWhilst reading through the small forest's worth of print media that was dedicated to the result of this year's UK general election, it occurred to me that the process of forming the new government was a project that needed to be approached in an agile manner, from the point of view of the negotiating parties. Certainly, each party needed to define its priorities - especially the Liberal Democrats - and keep in mind the overall business value of what they were seeking to do (ie to the country as a whole).
I have been doing some work recently applying Agile techniques on a business process reengineering project. This has led to some thoughts on what I am calling the "Solution Gap".
I see the Solution Gap as the gap between the intended value of a system and the solution that is supposed to deliver that value.
The Solution Gap is particularly significant when the intended value is people-oriented. IT systems are a good example of this. An IT system might be intended to make people's work more efficient, or it might be intended to engage with people more effectively. People however do not react in consistent, obvious, or predictable ways.
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