In Agile we like to deliver valuable software to our customers on a regular basis. However, while it’s pretty clear what “software” means, we cannot really say the same about “valuable”.
The definition of Value in a project (with an uppercase “V”) is frequently fuzzy and confused. Even within the same project, asking different stakeholders what Value means to them produces different answers; and the same stakeholder will likely provide different definitions of Value, depending on their perception and role in the project.
Most stakeholders will naturally associate Value to money, sometimes through surprisingly creative correlations; but there are other dimensions, equally valid, such as strategic positioning, company image, innovation and learning, and so forth.
Understanding the multidimensional nature of Value becomes therefore critical to drive the project to success. In this talk we’ll address what Value means in Agile for different stakeholders; how to map and categorize the stakeholders; how to describe Value on different dimension and how to track it. We’ll also see what happens when we don’t do that.
Also, assuming different stakeholders on the same project have different and multifaceted perceptions of Value, how can we coordinate the production effort in a balanced way? Which kind of corporate culture and corporate values (plural) support that?