Are you solving the right problem or simply solving the problem right? In this article Ryan Shirver, Dominion Digital Managing Consultant, shows us that both are needed in order to deliver real business value.
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Agile is one of the hottest trends in IT. It's the shiny new toy that's gone from underground movement to mass marketed panacea. It's done all this within the last ten years or so. Now agile is maturing and being marketed as 'delivering business value,' but there's little agreement in the agile community on what this is and how to measure it.
I spoke at the Agile 2008 conference in Toronto where there were over 1,500 attendees and 400 sessions on everthing you could possibly want to know about agile. There was an entire series of presentations on 'Customers & Business Value', yet amongst the presentations, none that I saw covered:
What is value? What do we mean when we say agile delivers business value?
How do you measure value?
What do you measure it with (and when)?
After the conference I thought, 'For a community where nearly everyone talks about delivering business value and prioritizing by business value, I've seen very few specifics on how to implement this in practice'. Yes, organizations see features getting implemented and they track velocity, but they've got no real way to measure the value delivered by these features.
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