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	<title>delivering value | Scrum Agile Project Management Expert</title>
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	<title>delivering value | Scrum Agile Project Management Expert</title>
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		<title>MVP: Why We Confuse Building to Learn with Building to Earn</title>
		<link>https://www.scrumexpert.com/videos/mvp-why-we-confuse-building-to-learn-with-building-to-earn/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Thu, 04 Sep 2025 16:59:22 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[delivering value]]></category>
		<category><![CDATA[product management]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8429</guid>

					<description><![CDATA[Minimum viable product (MVP) is one of the most misunderstood, misused, and abused terms in contemporary software development. In this presentation Jeff Patton explains the misunderstandings made by thought leaders that lead to confusion we all deal with today. You will learn the counter-intuitive concepts hidden in the MVP term and why really using them is so hard. You will discover techniques that will ultimately help you find smaller successful releases, test your ideas faster, develop higher quality software more predictably, and release more confidently than ever before. Because hidden in this nasty little term are clues that can help you do all that. Video producer: https://yowcon.com/]]></description>
		
		
		
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		<title>Adding Business Value with Agile Software Development</title>
		<link>https://www.scrumexpert.com/knowledge/adding-business-value-with-agile-software-development/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Wed, 22 Jan 2025 22:19:56 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Quotes]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[delivering value]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8206</guid>

					<description><![CDATA[One of the key element of Agile Software Development approaches like Scrum is to emphasize delivering quickly business value over having a long-term rigid plan. In his book &#8220;Project Myopia&#8221;, Allan Kelly discusses the issue of identifying and delivering value. Agile software development focuses on the small. Agile aims to deliver lots of small increments rapidly. One of the key techniques of agile software development is that of breaking work down. This is a learnable skill. Again and again the agile solution to tackling a request is to break it down to smaller items. Teams initially build Minimally Viable Products and Walking Skeletons. Epic stories get broken down to smaller stories which are themselves get broken down to task. To someone of an agile mind being told: “We need all or nothing, if we don’t have the whole thing…, everything on our list is a must” is like a red rag to a bull. Experience shows that almost everything is decomposable when looked at in the right way and with the right toolkit. The all or nothing cry is often made without anyone actually trying to decompose the work. So, look again at the thing that we call “a project”. The aim of the project originators is to create value by delivering the project. Goal displacement occurs in the gap between value identification and delivery because the goals of each activity are not the same as the overall goal: Success in value identification means identifying and communicating potential business value, <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/adding-business-value-with-agile-software-development/" title="Adding Business Value with Agile Software Development">[...]</a>]]></description>
		
		
		
			</item>
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		<title>Measuring Outcomes: How to Get Meaningful Agile Metrics</title>
		<link>https://www.scrumexpert.com/videos/measuring-outcomes-how-to-get-meaningful-agile-metrics/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 30 Nov 2021 17:11:56 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[delivering value]]></category>
		<category><![CDATA[metrics Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=6827</guid>

					<description><![CDATA[&#8220;How well is your delivery team doing?&#8221; That seems like a straightforward question for an Agile team, but it is more complicated that it might sound at first. Do we know what it means to &#8220;do well&#8221; or is it one of those things that is different to everyone? This presentation discusses how you can meaningfully measure a team&#8217;s output and what you can learn from the measurements. It also explores common metrics pitfalls and provide insight in how to avoid them. You will learn to design metrics for your own purposes, and get started with some concrete examples to measure productivity of a delivery team. In short, you will have all the information to answer &#8220;how well your team is doing&#8221; meaningfully. Presentation slides: https://www.slideshare.net/ginomarckx/measuring-outcomes-or-how-to-get-meaningful-metrics Video producer: https://www.torontoagilecommunity.org/ Further reading: Lean Agile Metrics for Scaled Agile Systems]]></description>
		
		
		
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		<item>
		<title>Succeeding with OKRs in Agile</title>
		<link>https://www.scrumexpert.com/knowledge/succeeding-with-okrs-in-agile/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Wed, 05 May 2021 13:24:12 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Books]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[delivering value]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[scrum team]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=6639</guid>

					<description><![CDATA[“OKRs” is the acronym of “Objectives and Key Results.” This is a collaborative goal-setting tool used by teams and individuals to set goals with measurable results. In his book “Succeeding with OKRs in Agile”, Allan Kelly explains why he considers that “OKRs have the potential to reawaken the early ambition and drive inherent in agile. This time managers can join in too, not as obstacles to change, or change drivers, but as partners focused on the same outcomes for a greater purpose.” Succeeding with OKRs in Agile is a book that goes into great details about the relationship between OKRs and Agile and you will lose a lot if you stopped at the initial section that presents the most important lessons. The best section for me is the one that explains why to use OKRs and what makes them a good fit for Agile. The full book is always adding an Agile perspective to the OKRs process, for instance explaining how to do sprint planning with OKRs. You will learn how to use OKRs and what are the risks associated to them, providing a balanced view on the possible positive and negative aspects of this approach. The book is easy to read and a summary at the end of each part allows you to clearly see the main points to consider on this topic. I will recommend this book to every manager that plans to implement an OKRs approach, but also to every manager and product owner of Agile software <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/succeeding-with-okrs-in-agile/" title="Succeeding with OKRs in Agile">[...]</a>]]></description>
		
		
		
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		<title>Delivering Agile Value</title>
		<link>https://www.scrumexpert.com/knowledge/delivering-agile-value/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 19 Apr 2021 14:37:44 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[delivering value]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=6624</guid>

					<description><![CDATA[Delivering business value is certainly a major goal when you adopt an Agile approach like Scrum. If determining business value is already difficult inside an organization, the topic is even more complex when the project is performed by an external Agile provider. This article lists some of the important questions that should be answered about delivering value when you are contracting Agile projects to a consulting company. Author: Chris O’Brien, Datacom Systems Limited, https://datacom.com/ This article is an extract of the playbook “Preparing for agile success”. This playbook answers questions that are likely to arise while navigating the acquisition, execution, and transition to support of agile-delivered solutions. It is hoped this guide will assist buyers and suppliers to reduce cost, time, and friction while helping them to build effective collaborative relationships and deliver greater value. What sort of people should the buyer provide? Arguably, the key person the buyer can expect to provide is the product owner. This role should be filled by one person, capable of guiding the solution direction on a day- to-day basis and maximising the value of the product resulting from the work of the supplier’s development team(s). The product owner will often need to be supported by the buyer’s business and technical subject matter experts (business analysts, architects, security specialists), endcustomers and users to assist co-design and validate the solution, and any independent testing the buyer requires for the product (such as for acceptance, performance, or security). Wherever possible, all these functions should work with <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/delivering-agile-value/" title="Delivering Agile Value">[...]</a>]]></description>
		
		
		
			</item>
		<item>
		<title>Build a Powerful Roadmap</title>
		<link>https://www.scrumexpert.com/videos/build-a-powerful-roadmap/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 15 Dec 2020 14:52:01 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[delivering value]]></category>
		<category><![CDATA[product backlog]]></category>
		<category><![CDATA[product management]]></category>
		<category><![CDATA[product owner]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=6486</guid>

					<description><![CDATA[This video will provide you with practical techniques on how to build a powerful roadmap for your product or service, one that allows any Agile organization to get valuable feedback from their customers and deliver business value. Any organization&#8217;s ability to focus on what matters most to their customers is directly related to their ability to get valuable feedback from them. While more and more organizations embrace agile practices during the development of their services, they often lack in how they collect feedback and therefore don&#8217;t get the benefits they are after. After all, what is the upside to investing in being able to pivot, if there is no information available to guide the direction of that pivot? The fact that many roadmaps leave little room for flexibility significantly contributes to this and building powerful roadmaps is a really hard task. How does one get feedback about a house without building it completely? How does one give feedback about a car without being able to drive it around the city for a couple of hours? Video producer: https://agileindia.org]]></description>
		
		
		
			</item>
		<item>
		<title>Building a Product Based on Values</title>
		<link>https://www.scrumexpert.com/videos/building-a-product-based-on-values/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 15 Jun 2020 15:55:19 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[delivering value]]></category>
		<category><![CDATA[product owner]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=6346</guid>

					<description><![CDATA[The life of an agile digital creator is riddled with decisions. How do you decide which new features to implement, and which ones to ignore? How do you select the customers or clients you would enjoy working with? How do you choose an employee who is the best fit for your team? We are encouraged to focus on objective, measurable, numeric data to make better decisions. We are however human beings, not robots. Leading a meaningful and satisfying career requires much more than getting paid well, or meeting ambitious goals. We also need to honor our true values. Knowing what your core values are and keeping them top of mind can result in designing better products, maintaining harmonious customer and team relationships, as well as creating a more unique and effective branding and marketing strategy. If you are looking for a way to add more meaning to your work, this talk offers ideas, examples, and prompts to get you started. https://vimeo.com/347031274 Video producer: http://aceconf.com/]]></description>
		
		
		
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		<item>
		<title>Customer KPIs in Agile Software Development</title>
		<link>https://www.scrumexpert.com/knowledge/customer-kpis-in-agile-software-development/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 16 Mar 2020 15:53:42 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[delivering value]]></category>
		<category><![CDATA[metrics Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=6195</guid>

					<description><![CDATA[Metrics are an important part of the Agile software development approaches like Scrum. They are however, like velocity, more often focus on the performance of the delivery team. What about the customers? In this article, Fabio Gasparri discusses Key Performance Indicators (KPIs) that will matter for the clients. Author: Fabio Gasparri, Senior Partner at Hexacta, https://www.hexacta.com/ Agile performance is difficult to measure. Even seasoned development teams struggle to set the right markers of performance and track them effectively. Find out how to face this challenge. We live in the era of digital and whether you are updating a legacy enterprise system or creating a customer-facing app, product development is crucial to business success. It is true virtually everywhere you go, from e-commerce to healthcare to utilities to government and everything in between. But while it is established that digital products are essential for doing business in the 21st century, what is not established is how you measure progress when you are working on developing these products together with an outsourcing company. The software development process has undergone a dramatic overhaul during the last few decades, with Agile methodologies swiftly rising in popularity especially in the last decade. In case you are unfamiliar with Agile, here is a quick definition: an iterative process of development that focuses on continuous short cycles of stakeholder feedback followed by a collaborative team response to that feedback. The product is never really “finished” but is rather considered to be in a continual state of improvement. <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/customer-kpis-in-agile-software-development/" title="Customer KPIs in Agile Software Development">[...]</a>]]></description>
		
		
		
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		<item>
		<title>Value-Oriented Incremental Delivery</title>
		<link>https://www.scrumexpert.com/knowledge/value-oriented-incremental-delivery/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 20 Aug 2019 21:11:42 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[delivering value]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=5928</guid>

					<description><![CDATA[Sometimes, organizations adopting an Agile approach are mostly following Scrum practices like rituals. They might do daily stand-up meetings but do not perceive that the real goal is to deliver quickly value to the customer. In an article, Vinod Santhanam explains how the Value-Oriented Incremental Delivery (Void) approach can help Agile teams to achieve this goal. The article starts to define Value-Oriented Incremental Delivery (Void) as a &#8220;framework for connecting organization goals, vision, initiatives, along with technology and architecture roadmap to an effective delivery mechanism to realize value sooner.&#8221; Delivering value doesn&#8217;t always happen because the team if more focused on finding the right scope to fill the sprint time or because there is too much technical debt. Scrum teams tend to focus more on technical points than on understanding the customer and how to realize the value sooner. Then the article discusses more in detail the Value-Oriented Incremental Delivery Model​ and the culture of experimenting and learning. It explains concepts like the value quotient, the value funnel or the underserved outcome. The conclusion of the article is that &#8220;Value creation should dictate what practices to adopt to amplify the impact. Focusing on improving the developer experience &#8211; along with building a culture of experimentation and learning &#8211; fosters creativity, stimulates innovation and enables delivering value incrementally and rapidly. Principles over practices bring the focus back to the customer value creation. This change in language and vocabulary helps shape thinking, and thinking affects behavior.&#8221; Read the complete article on https://www.thoughtworks.com/insights/blog/exploring-value-oriented-incremental-delivery]]></description>
		
		
		
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		<item>
		<title>Changing Focus: From Speed &#038; Efficiency to High Customer Value</title>
		<link>https://www.scrumexpert.com/videos/changing-focus-from-speed-efficiency-to-high-customer-value/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 16 Jul 2019 14:33:19 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[delivering value]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=5888</guid>

					<description><![CDATA[For decades, product development has been focused mostly on the speed and efficiency of delivery. So now we are stuck in the quagmire of talking about the methods and activities of delivery rather than focusing on the actual goal &#8211; delivering high value to the customer. In this presentation, Ray Arell shares an evolutionary process to refocus both traditional and agile lifecycles like Scrum. He describes a more dynamic way of defining value and addressing the needs of the customer, the business, and the developers. Ray provides practical examples of how to identify opportunities, expand concepts, and deliver high-value solutions. He includes an overview of heuristics and models that are critical to solutions &#8211; safe-to-fail probes, sensemaking for product requirements capture, the Kano model, the Cynefin framework, the Three-Circle model, Beer’s viable system, and other proven industry models that enable a coherent approach to solutions development. This presentation resets the epidemic of activity-based thinking. Agile and Scrum &#8211; or any other method/activity &#8211; are not the destination. It is time to move to a mindset of high-value delivery. Video producer: http://agileindia.org]]></description>
		
		
		
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