Comments for Leaning Agile http://trondwingard.com Agile, Lean, Value-Based Software Development and Project Management Thu, 17 Nov 2011 20:43:44 +0000 hourly 1 http://wordpress.org/?v=3.3.1 Comment on CFO’s Case for Frequent Releases – Part 1 by How Do You Explain Radical Management (Or Agile) To A CFO? - Forbes http://trondwingard.com/2010/03/cfo-frequent-releases-part-1/comment-page-1/#comment-5645 How Do You Explain Radical Management (Or Agile) To A CFO? - Forbes Thu, 17 Nov 2011 20:43:44 +0000 http://trondwingard.com/?p=47#comment-5645 [...] the same article, Trond Wingård offered the numerical implications in a fictional project. In the project, if all goes well, the waterfall mode and the Agile mode will each have a 20% rate [...] [...] the same article, Trond Wingård offered the numerical implications in a fictional project. In the project, if all goes well, the waterfall mode and the Agile mode will each have a 20% rate [...]

]]> Comment on About by How Do You Explain Radical Management (Or Agile) To A CFO? - Forbes http://trondwingard.com/about/comment-page-1/#comment-5644 How Do You Explain Radical Management (Or Agile) To A CFO? - Forbes Thu, 17 Nov 2011 20:39:49 +0000 http://trondwingard.com/?page_id=2#comment-5644 [...] the same article, Trond Wingård offered the numerical implications in a fictional project. In the project, if all goes well, the [...] [...] the same article, Trond Wingård offered the numerical implications in a fictional project. In the project, if all goes well, the [...]

]]> Comment on About by How Do You Explain Radical Management (Or Agile) To A CFO? - Forbes http://trondwingard.com/about/comment-page-1/#comment-5643 How Do You Explain Radical Management (Or Agile) To A CFO? - Forbes Thu, 17 Nov 2011 20:39:49 +0000 http://trondwingard.com/?page_id=2#comment-5643 [...] the same article, Trond Wingård offered the numerical implications in a fictional project. In the project, if all goes well, the [...] [...] the same article, Trond Wingård offered the numerical implications in a fictional project. In the project, if all goes well, the [...]

]]> Comment on The Product Backlog Hinders Value Creation – Part 1 by Jake from Edinburgh http://trondwingard.com/2010/06/pbl-hinders-value-creation-part-1/comment-page-1/#comment-3455 Jake from Edinburgh Sat, 21 May 2011 10:48:33 +0000 http://trondwingard.com/?p=121#comment-3455 "Something needs to be improved for somebody" is the crux of the matter, but too simple in todays world of marketing jargon and doublespeak “Something needs to be improved for somebody” is the crux of the matter, but too simple in todays world of marketing jargon and doublespeak

]]> Comment on CFO’s Case for Frequent Releases – Part 1 by Buch-Rezension zu „The Economics of Iterative Software Development“ « Johnny's Blog http://trondwingard.com/2010/03/cfo-frequent-releases-part-1/comment-page-1/#comment-1181 Buch-Rezension zu „The Economics of Iterative Software Development“ « Johnny's Blog Tue, 30 Nov 2010 20:13:57 +0000 http://trondwingard.com/?p=47#comment-1181 [...] seines Alters noch immer ein Must-Read. Wer es gerne kürzer hätte, sollte sich unbedingt den Blogpost von Trond Wingard [...] [...] seines Alters noch immer ein Must-Read. Wer es gerne kürzer hätte, sollte sich unbedingt den Blogpost von Trond Wingard [...]

]]> Comment on Value Management – The Missing Area in PMBOK by trond http://trondwingard.com/2010/09/value-management-the-missing-area-in-pmbok/comment-page-1/#comment-532 trond Tue, 14 Sep 2010 12:20:40 +0000 http://trondwingard.com/?p=190#comment-532 Dave, Thank you for mentioning this post on your great blog, and also for taking the time to comment here and write a reply on your blog! Whether or not Value Management is a knowledge area, is not something that is given by nature - it's an act of human construction; it's something we decide. And my strong professional opinion is that "value" is so central to what we should focus on, that we should have it as a knowledge area. Otherwise, we risk delivering less value even while still performing the current knowledge areas flawlessly. Case in point: We can do everything in PMBOK perfectly and still deliver something that's ultimately useless to the customer - because neither the customer nor we discovered that what was specified was a bad solution to a vaguely defined problem. Dave,

Thank you for mentioning this post on your great blog, and also for taking the time to comment here and write a reply on your blog!

Whether or not Value Management is a knowledge area, is not something that is given by nature – it’s an act of human construction; it’s something we decide.

And my strong professional opinion is that “value” is so central to what we should focus on, that we should have it as a knowledge area. Otherwise, we risk delivering less value even while still performing the current knowledge areas flawlessly.

Case in point: We can do everything in PMBOK perfectly and still deliver something that’s ultimately useless to the customer – because neither the customer nor we discovered that what was specified was a bad solution to a vaguely defined problem.

]]> Comment on Value Management – The Missing Area in PMBOK by Dave Gordon http://trondwingard.com/2010/09/value-management-the-missing-area-in-pmbok/comment-page-1/#comment-516 Dave Gordon Mon, 13 Sep 2010 01:18:51 +0000 http://trondwingard.com/?p=190#comment-516 Trond, I’d like to suggest that “value” isn’t a knowledge area – it’s a product. At the project level, the project team maximizes value as the result of a correct balance of cost, schedule, scope, and quality. There is nothing more useless than “perfect, but too late.” Neither is there much value in a product that is on time and on budget, but hobbled with defects or an incomplete feature set. Nor is there much value in a product that is found to be unmaintainable or otherwise doomed to exceed its planned life cycle cost. Thus, value management includes those analyses and decisions that enable delivery of a product that arrives just in time, which delivers whatever features are actually needed at that time, at the quality level required for the success of the users, and is cost effective both at the time of acquisition and throughout the life cycle. Read the rest on my blog, The Practicing IT Project Manager. Trond, I’d like to suggest that “value” isn’t a knowledge area – it’s a product. At the project level, the project team maximizes value as the result of a correct balance of cost, schedule, scope, and quality. There is nothing more useless than “perfect, but too late.” Neither is there much value in a product that is on time and on budget, but hobbled with defects or an incomplete feature set. Nor is there much value in a product that is found to be unmaintainable or otherwise doomed to exceed its planned life cycle cost. Thus, value management includes those analyses and decisions that enable delivery of a product that arrives just in time, which delivers whatever features are actually needed at that time, at the quality level required for the success of the users, and is cost effective both at the time of acquisition and throughout the life cycle. Read the rest on my blog, The Practicing IT Project Manager.

]]> Comment on Value Management – The Missing Area in PMBOK by Value Management « The Practicing IT Project Manager http://trondwingard.com/2010/09/value-management-the-missing-area-in-pmbok/comment-page-1/#comment-515 Value Management « The Practicing IT Project Manager Mon, 13 Sep 2010 01:17:38 +0000 http://trondwingard.com/?p=190#comment-515 [...] a September 10, 2010 post on his blog, Leaning Agile, Trond Wingard argues that value management is the missing area in the PMBOK.  He [...] [...] a September 10, 2010 post on his blog, Leaning Agile, Trond Wingard argues that value management is the missing area in the PMBOK.  He [...]

]]> Comment on Value Management – The Missing Area in PMBOK by New PM Articles for the Week of September 6-12 « The Practicing IT Project Manager http://trondwingard.com/2010/09/value-management-the-missing-area-in-pmbok/comment-page-1/#comment-514 New PM Articles for the Week of September 6-12 « The Practicing IT Project Manager Mon, 13 Sep 2010 00:05:41 +0000 http://trondwingard.com/?p=190#comment-514 [...] post apparently inspired Trond Wingard to write about value management as the missing area in the PMBOK.  Maybe I’ll respond to both of them in a post of my [...] [...] post apparently inspired Trond Wingard to write about value management as the missing area in the PMBOK.  Maybe I’ll respond to both of them in a post of my [...]

]]> Comment on Value Management – The Missing Area in PMBOK by trond http://trondwingard.com/2010/09/value-management-the-missing-area-in-pmbok/comment-page-1/#comment-504 trond Sat, 11 Sep 2010 21:08:29 +0000 http://trondwingard.com/?p=190#comment-504 Edijs, thank you for commenting! It's true that in mainstream agile we don't have any metrics for ROI. Or rather, metrics for the 'R' - return - part is missing (we usually have the 'I' down pat). Thank you for pointing to Dan Rawthorne's paper on EBV. This is basically assigning "value points" to stories. I'd say it's better than nothing, but there are definitely some issues with it, and we can do much better without spending too much effort up front. Creating measurable product goals is a great start. Then you can measure progress towards those product goals. Check out the article "Measurable Business Value" by Ryan Shriver: http://theagileengineer.com/public/Home/Home_files/MeasurableValue.pdf (PDF) Edijs, thank you for commenting!

It’s true that in mainstream agile we don’t have any metrics for ROI. Or rather, metrics for the ‘R’ – return – part is missing (we usually have the ‘I’ down pat). Thank you for pointing to Dan Rawthorne’s paper on EBV. This is basically assigning “value points” to stories. I’d say it’s better than nothing, but there are definitely some issues with it, and we can do much better without spending too much effort up front. Creating measurable product goals is a great start. Then you can measure progress towards those product goals.

Check out the article “Measurable Business Value” by Ryan Shriver: http://theagileengineer.com/public/Home/Home_files/MeasurableValue.pdf (PDF)

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