Mastering Professional SCRUM 4/7

stefan February 4, 2020 0 Comments

Ch4. Improving Value Delivered

Also Read: Previous Chapter. Ch03 | Next Chapter. Ch05 | Entire book

“the vast majority of [new ideas] fail in experiments, and even experts often misjudge which ones will pay off. At Google and Bing, only about 10% to 20% of experiments generate positive results. At Microsoft as a whole, one-third prove effective, one-third have neutral results, and one-third have negative results.”

https://hbr.org/2017/09/the-surprising-power-of-online-experiments

Most features are rarely or never used. The Professional Product Owner: Leveraging Scrum as a Competitive Advantage by Don McGreal and Ralph Jocham (Addison-Wesley, 2018)

Most features are rarely or never used. The Professional Product Owner: Leveraging Scrum as a Competitive Advantage by Don McGreal and Ralph Jocham (Addison-Wesley, 2018)

Various related techniques help the team shape and reinforce their identity:

  • Product value. Knowing the value in a tangible way (e.g., revenue, market share, customer satisfaction) goes a long way toward instilling a sense of purpose.
  • Personas. Personas help a team understand users and customers better, so as to develop empathy for them. This ultimately helps team members see the purpose in their work and create better solutions.

    https://www.romanpichler.com/blog/10-tips-agile-personas/.


    https://gamestorming.com/empathy-mapping/

  • Product Roadmap. A Product Roadmap is a visual representation of the high-level plan intended to help a team see the direction of the product over time.

Scrum Teams can measure the value they deliver in a variety of ways:

General measures of customer happiness:

  1. Net Promoter Score
  2. Revenue or profitability per customer
  3. Repeat customer business
  4. Reduction in total cost of ownership
  5. Improved conversion rates
  6. Growth in number of customers or users
  7. Customer referrals

Achievement of business goals:

  1. Market share
  2. Aggregate revenue or profit
  3. Cost to obtain a new customer
  4. Reduction in cycle time, reductions in inventory on hand, cost savings, or increases in market share

Specific measures of customer results:

  1. Time saved for the customer to achieve a goal
  2. Frequency of feature usage
  3. Duration of feature usage
  4. Number of customers or users using a feature
  5. Transaction completion/abandon rates
  1. Involve others.
  2. Make measures visible.
  3. Talk about measures and results in Sprint Reviews.
  4. Relate measures and results back to business goals.
  1. Persona is fictional character often created through market research data and customer interviews. 
  2. Outcomes are the goals of the Personas.

https://www.scrum.org/resources/blog/extending-impact-mapping-gain-better-product-insights

Hypothesis-Driven Development (HDD) is a way of expressing PBIs in a way that makes the persona, outcome, measurement, and expected result explicit. Here it is an example:

We believe [doing this = Feature] for [these people = Personas] will achieve [this outcome = Outcome].
We will know that this it true when we see [this measurement = Measure] changed.

The 3 Cs of User Stories:

  1. The Card, which is simply a reminder to have Conversations.
  2. The Conversation, which is the actual discussion about the topic mentioned on the card.
  3. The Confirmation, which are the actual tests that prove it works.

 

Leave a Reply

Your email address will not be published.

USARomania