Often project leaders—even Agile project leaders—talk about their projects in terms of features. Yes, and what do features really mean for stakeholders? Features are what your system or process can do. Benefits are why people care. And benefits equal business value. Learn why and how to communicate benefits rather than features—and what it will mean for you, your team and your organization.
A recent Forrester report gives evidence to the advance of agility into the business world. This article reviews this trend and some of its potential implications.
Is the Lean Startup movement another fad or a real source of value creation? The implications of the latter are extreme. If Lean Startup is a real way to achieve consistent success in new ventures then Eric Ries may have cracked the code toward persistent venture success and ultimately: wealth creation.
Historically, some product owners have prioritized backlogs by making pairwise comparison of projected economic return between two items in isolation. Successful Agile teams often take a holistic approach, accounting for risk, dependencies, and the complex interplay among and across backlog items.
Patents are quite often in the news these days, most notably the ones related to smart phone vendors like HTC, Samsung, Google and Apple. This also holds for the rather emotional and controversial discussion about software patents which some consider as a means to ensure innovation and others as a kind of weapon. Do software patents cause more harm than good, or vice versa?
Often Customers provide half baked solutions with no linkage to value. An Agile team needs examples linked to the Business Value they provide. Feature Injection is a process that takes a half baked solution identifies the Business Value it provides and then produces a set of examples driven from that value.
Leonardo Mattiazzi considers that Scrum and XP do not necessarily create a great product, and complementary Lean principles and practices are necessary to create an Agile culture across the entire enterprise in order to succeed.
Anne Thomas Manes discusses SOA goals and objectives used to measure a system’s success, measuring the business value, SOA project metrics, and recommendations on proving the business value of SOA.
Eric Jan Malotaux presents a way of implementing SOA in small iterative steps, each step delivering value to stakeholders, higher than the costs involved, using feedback from previous steps to adjust the requirements and design accordingly.
In this presentation from SOA Symposium 2010, Manas Deb and Clemens Utschig-Utschig discuss how to derive business agility from SOA and BPM, motivations for agility, developing and nurturing agility, influencers and dependencies, how SOA and BPM enable agility, pitfalls and recommendations for organizational culture, and pitfalls and recommendations for business and technical architectures.
Dennis Stevens discusses ways to identify and focus on business value and risk mitigation in Agile projects. As a contributor to the Agile Extension to the BABOK, and in his work on the ICAgile Business Analysis & Value Management area, and how to identify, prioritize and mitigate risk in software development projects.
