Value Driven Delivery

5 minutes 5 Questions

This concept emphasizes the idea of continuously delivering valuable results to customers. It's based on the principle that working software is the primary measure of progress in an Agile project. This means that the main focus of a team should be on delivering a product that features the desired f…

Value-Driven Delivery: A Comprehensive Guide

What is Value-Driven Delivery?
Value-Driven Delivery is a principle of Agile Project Management where the team's focus is on creating real value, that is, delivering valuable outcomes or products to the customer on a continual basis. This is often achieved by prioritizing features or artifacts that offer the greatest value to the customer and developing them first.

Why is Value-Driven Delivery Important?
This principle is crucial in Agile as it ensures that the project creates real worth for the clientele. It guarantees that unused features or 'waste' is minimized and the project remains customer-focused rather than just task-oriented.

How Does Value-Driven Delivery Work?
It works by prioritizing the most valuable elements for development in each iteration of the project. Through this, the project can deliver maximum value at the earliest possible time. This is often managed using a 'backlog', a prioritized list of features or tasks.

Exam Tips: Answering Questions on Value-Driven Delivery
In terms of exams, like PMI-ACP, remember that Value-Driven Delivery focuses on delivering value first to the customer. If a question is about task prioritization, the tasks that deliver the most value should be prioritized. Also, questions on waste elimination can often be traced back to this principle since avoiding useless features is part of delivering value. Lastly, understanding the 'backlog' and its role in Value-Driven Delivery is critical for exam success. Always remember, customer value is the top priority in Agile methodologies.

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PMI-ACP - Value Driven Delivery Example Questions

Test your knowledge of Value Driven Delivery

Question 1

During a project, your team has developed a feature that significantly improves the product’s usability but adds one week to the project timeline. As an Agile Project Manager, what is your best course of action to ensure value is still delivered?

Ignore stakeholders and add the feature without informing them. Release the product without the feature despite its value. Remove a different feature to make room for this one in the timeline. Communicate with the stakeholders about the added feature, its benefits, and the new timeline, asking for their decision.

Correct Answer: Communicate with the stakeholders about the added feature, its benefits, and the new timeline, asking for their decision.

The best course of action as an Agile Project Manager when a newly developed feature adds time to the project timeline, but improves product's usability would be to 'communicate with the stakeholders about the added feature, its benefits, and the new timeline, and ask for their decision.' Agile project management emphasizes flexibility, customer collaboration, and customer satisfaction. In this case, although the new feature will extend the project timeline, it enhances the product's usability, which may increase the value of the product. As such, the stakeholders should be updated about this change so they can make an informed decision. Releasing the product without the feature would not harness its benefits, ignoring the stakeholders contradicts the ideals of agile project management and removing a different feature may diminish the product's value. Therefore, these options are wrong.

Question 2

You realize a certain feature delivers more value than initially thought in middle of the sprint. What should you do as a Product Owner?

Immediately stop the current sprint and start a new one focusing on this feature. Delegate the task to another team. Put it on hold till next sprint and discuss its priority in the next backlog grooming session. Ignore the newly realized value and continue as planned.

Correct Answer: Put it on hold till next sprint and discuss its priority in the next backlog grooming session.

As a product owner in Agile methodology, when you realize a feature delivers more value than you initially thought in the middle of a sprint, it's best practice to put it on hold until the next sprint and discuss its priority in the next backlog grooming session. This is because changes to the sprint could disrupt the team's rhythm and lead to inefficiency. Running a sprint requires meticulous planning and once it starts, it is usually not recommended to make changes. This is why, waiting for the next sprint and reprioritizing the product backlog is the ideal approach. The other alternatives such as immediately stopping the current sprint to focus on the new feature, ignoring the newly realized value, or delegating the task to another team are not considered best practices because they could lead to disruption, missed opportunity, or inefficient use of resources respectively.

Question 3

A stakeholder requests a change in mid-sprint that would significantly increase the business value of your product but would require the team to go over the sprint capacity. As a Scrum Master, how would you handle this situation?

Negotiate with the stakeholder to reduce the requested change. Instruct the team to accommodate the change immediately. Reject the stakeholder's request. Ask the Product Owner to incorporate this change in the next sprint backlog as per the stakeholder's request.

Correct Answer: Ask the Product Owner to incorporate this change in the next sprint backlog as per the stakeholder's request.

Adhering to the Agile principles, the approach should be to value individuals and interactions over processes and tools and to prioritize customer collaboration. However, in this particular situation, since the change request would cause the team to exceed the sprint capacity, it wouldn't be a suitable action to assimilate the change immediately (which rules out the second answer). Rejecting the stakeholder's request outright also doesn't align with Agile values (ruling out the third answer). Negotiating the change with the stakeholder to reduce its impact wouldn't necessarily address the primary issue at hand - that the sprint capacity would be exceeded (ruling out the fourth answer). The most fitting action, therefore, would be to ask the Product Owner to include this significant change in the subsequent sprint backlog, in accordance with the stakeholder's request; this respects the Agile principles while maintaining the integrity of the current sprint (proving the first answer to be the most suitable and discarding the rest).

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