YDS: How Does a PO Assess the Value of a Product Backlog Item?

[@user-vk3xc8qs8n]

EBM has definitely been on my radar since it came out. At the moment, I feel like I have to deal with the basics of flow metrics since the teams are not mature yet. It’s something I do want to do within the next 12 months.

[@g-ronnmendoza]

Can you have an episode that describes how to organize the product backlog items such as Epic, Features, Stories? Thanks in advance.

[@abhishekdixit8581]

Thanks for an insightful episode! 👍🏼 Value of PBI can be assessed through = Ship it --> Validate it and Use EBM to become better at Value delivery.

[@MarkBurville]

👍 Value is just a forecast until shipped. Good job RR and TM.

[@chihotdog1554]

I believe Jobs-To-Be-Done Theory and Methodology talks to these points very well, understand the job the customer wants to do, understand what the customer needs to get the job done, facilitate customer outcomes. The more customer outcomes you are facilitating, the more valuable a product becomes. A PBI should be providing a customer need. The more customers that have that need, the more valuable the PBI. You do not know until something is introduced to the market, but JTBD is a proven technique that provides good guidance. Also, it very much depends on the context in which you are applying Agile/Scrum.

[@kdiggity1]

Thanks guys, great job on all the videos so far. Will you guys be able to do one about a single scrum master running multiple scrum teams? I know it isn't ideal but it is happening to many companies in Hong Kong.

[@manuelmueller9045]

If you only can assess value after shipping, how the PO is able to order the backlog for the most valuable items on top? Is it really just a guessing game? And what about all the value, business and whatever points out there? Thank you both for this great inspirational YT channel. 🙏

[@abbassheikh4533]

How to execute a fixed scope, fixed cost project in Scrum?

[@kensaiyeahyeah123]

You don't. Scope is negotiable. You build incrementally and iteratively inspecting as you go. It is very common that the scope you end up with is not what you thought you would end up with.

[@kishantanpure5987]

Nice Discussion. I have a question. Hope you guys might Answer it someday. :-) In my Scrum Team we have "Sprint Backlog Grooming" event before every Sprint where we do Product Backlog Item Sizing (Story Pointing). This event involves the entire Scrum Team (PO, SM & Developers). However, apart from this "Sprint Backlog Grooming" event we also have ad-hoc Release Planning meetings where we do sizing of PBI's for future Sprints. This event often happens during Mid Sprint. And entire Scrum Team (PO, SM & Developers) attends it. Hence, the Developers which are part of this Meeting their Time is consumed in attending this Meeting. So, my question here is how do we measure or track this time spent by Developers for Release Planning? Because, it might affect Team's Sprint Capacity and which needs to be communicated to Client. Awaiting your Response. Thanks in Advance! :-)

[@PeterKretzman]

Hmm. Given your conclusion that you basically can’t assess value until after shipping, please comment on this oft-quoted item from Kent Beck on Twitter: "Alternative to estimates: do the most important thing until either it ships or it is no longer the most important thing". I’m especially interested in your answer, given Ryan’s long-standing advocacy of NoEstimates.

[@kensaiyeahyeah123]

When will we se Moustache Ryan?

[@AgileforHumans]

Yeah @Ryan where's the moustache!!!

[@JayTechAI]

Kevin wrewfkeb