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Planning by ROI. Hmmm. Isn’t that impractical? In an econometric way, yes. But you can still estimate the relative value of the capabilities / stories you’re planning for your scrum sprints. The point is - don’t look only at value - also look at costs. While “ROI” may be a poor choice of terms, “bang for the buck” is not.
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You’ve got a giant backlog of user stories and product capabilities. How do you determine which stories to implement right now? By the estimated value of each story? Pick the ones the developers want to build next? How about picking the stories that maximize the ROI of the sprint? To do that, you need to estimate both value and cost. While remaining agile.
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Business rules are often hidden in processes as hidden decisions. Once you discover that hidden decision, how do you communicate the impact of exposing and managing the decision?
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Agile development methodologies succeed because they help development teams be as effective as possible. Development teams do not, however, work in complete isolation. The company they work for has a strategy. The company manages a portfolio of products, and targets a particular product at specific market problems. Within that context, an agile team can thrive. What’s the best way to provide that context?
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These articles are written primarily for business analysts and product managers. Hopefully they help with thinking, doing, and training. Welcome aboard and let us know what you think!
