The document discusses various techniques for maximizing value when prioritizing product backlog items. It recommends starting with the desired outcome to identify appropriate features. Tools like Impact Mapping and Value Stream Mapping can help construct a product vision. Key value factors should be agreed upon with stakeholders. Story Mapping can help shape the minimum viable product. User stories should emphasize the "why" with a focus on return on investment. Behavior-driven development finds examples to reduce uncertainty. The effort and value of items is assessed to make release planning choices that optimize value.

1. © 2016 ripplerock
Maximising Value
Colin.Bird@ripple-rock.com
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Polar Beat Version 1 ~ 2013
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• Fitness App
• Works with Polar heart rate
monitor
• Clean simple interface
• Good set of functionality

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Polar Beat V 2.0 ~ June 15th 2016
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Customer
Reaction?

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In our imagination !
Reality !MVP

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POPO
And I want this,
this, this and this
and . . .

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Trying to solve every
problem
Starting with the
process and features
Unclear and different
goals and assumptions

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Why
Start with the desired Outcome
• Who’s going to buy, use, be impacted by this?
• What issues and challenges need to be solved?
• What must change in order to succeed?
• How will we know if we have succeeded?
• What strategic drivers are there?
• When – critical timeframes?

8. © 2016 ripplerock
Impact Mapping
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Who
How /
Impact
What /
Deliverabl
e
Why
Impact Mapping technique by Gojko Adzic
Build our fitness
market share and
Increase revenue
through purchases
of App add-on
products and
services
Existing App
Users
Retain existing app
users on new
version
Potential App
Users
Personal
Fitness
Trainers
Gym Owners
Configurable training
profiles
Retain existing functionality
and training history
Default profiles matching sport
type
Custom profiles allowing
selection of data to show
Configurable themes and
background colour
Support existing monitor list
Structured Training
Programmes
Track Form, Fitness & Fatigue

9. © 2016 ripplerock
Value Adding
Non-Value Adding
Value Stream Mapping
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Lead Time = 18 days
1d 1d2d 2d
4d 5d 3d Delay Time = 12 days
Process Time = 6 days
Customers

10. © 2016 ripplerock
Product Vision Board
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Vision Statement Outline/summary of the vision/idea
Target Group
Which market segment does the
product address?
Who are the target users and
customers?
Customer Impact
Problems solved for the
customers/users?
Benefits provided?
How it creates value for its users?
What emotions will it evoke?
How will the Impact be
measured?
Product
Type of Product?
What are the 3 – 5 top features?
What are the unique selling
points?
Business Impact
How is this product going to
benefit the organisation?
Will it, for instance, increase
revenue, enter a new market,
develop the brand, reduce cost,
reduce risk, create valuable
knowledge?
Competition
Competitor or legacy products?
How does it differ from them?
What are its strengths and
weaknesses in comparison?
Channels
How will it be marketed?
How will the customers get hold
of the product?
How will customers be
supported?
Which channels work best?
Money
How much are the customers
willing to pay for the product?
How much do competitive or
legacy products cost?
What is the target price?
What is the expected ROI & over
what time period?
Risks
Major risks to success?
Key assumptions?
Based on “The Product Vision Board” by Roman Pichler http://www.romanpichler.com/blog/the-product-vision-board/

11. © 2016 ripplerock
Discovering
Backlog Items
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Story Mapping
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Activity ActivityActivityActivity
Epic Epic Epic Epic Epic Epic
Story Story
Story
Story
StoryStory
StoryStory
Story
Story
Story
Story
Story
Story
Story
StoryStory
Vital
Option
al
Temporal/Decreasing Importance
MVP – Potential Scope
Needs context of
clear outcomes
Helps shape MVP
Spot gaps
Adapted from Jeff Patton, http://agileproductdesign.com

13. © 2016 ripplerock
User Story Format – Alternative Form
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In order to <reason>
As a <user role/context>
I want <goal/objective>.
In order to save time when
making future purchases
As a registered customer
I want to save my home
address details.
Emphasises “Why”
the Story is needed

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As a user, I can cancel a
reservation if my plans
change
Using BDD to find Examples
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Given that the customer is a premium member and
it is before midday on check-in date
When the reservation is cancelled
Then room is made available, a confirmation
message is sent to customer by their preferred
method and the bookings manager is notified
Behaviour
Driven
Developmen
t

15. © 2016 ripplerock
Maximising
Backlog ROI
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Time/Budget
Value
100%
Backlog Ordering Impact on ROI
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> 80%
50%
Random Order
Quick Wins
Max Value/Effort

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Feature/Epic Story
Effort
Value
Story Splitting – ROI Opportunities
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100%
Time/Budget
Value
Max Value/Effort

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Backlog Ordered by ROI
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100%
Time/Budget
Value
Max Value/Effort

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Time/Budget
Value
ROI over Multiple Releases
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Random Order
Max Value/Effort
Maximise work not
done

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Valuing Backlog
Items
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1. Who works with/in teams that
estimate story effort?
2. Who works with/in teams that
estimate story value?
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The Cone of Uncertainty
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Uncertainty
Time
Risks & Learning
Systematically
Increase
Knowledge &
Reduce Risk

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Kano Model
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More Value Criteria
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Load
&
Performance
Compliance
Time Saved
• Customer/User
• Dev Team
• Admin/Operators
• Release/Deployment
Dependenc
y
Brand
Impact
Accessibility
Usability
Customer Impact
• Number
• Frequency
• Value
Attract New
Customers
Monetary Impact
• Additional Revenue
• Protected
£
Cost
Of
Ownershi
p
£
Competitors

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Value/Effort Grid – Story and ‘Value’ Points
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Effort
Value
82 3 5 20131 40 100
10
20
30
50
80
130
200
400
1000
Higher Value
Lower Effort
Lower Value
Higher Effort

26. © 2016 ripplerock
ROI with Multiple Value Criteria
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Project: RippleRock Server: rerwindemo.visualstudio.comDefaultCollection Query: Feature View List type: Flat
ID Work Item Type Title Business Value Effort ROI Priority State Tags Revenue Rebooking Membership Content
Risk &
Learning
247 Feature Trainers course scheduling 20 30 0.67 1 In Progress 4 3 5 4 4
278 Feature Consume general content 19 30 0.63 1 In Progress 4 3 5 2 5
240 Feature Visitor News 16 30 0.53 1 New 3 2 4 4 3
256 Feature Browse free articles 16 30 0.53 1 New 4 3 5 0 4
245 Feature Visitors course and event browsing 14 30 0.47 1 In Progress 4 3 2 0 5
266 Feature Corporate Membership 14 30 0.47 1 New 4 4 2 3 1
286 Feature Member Content 17 50 0.34 2 New 4 4 2 3 4
236 Feature Trainer Profiles 9 30 0.30 2 New 2 3 1 2 1
257 Feature Members-only articles 14 50 0.28 2 New 2 3 2 2 5
341 Feature Rate courses & trainers 14 50 0.28 2 New 2 3 2 4 3
263 Feature Registration administration 14 50 0.28 2 New 3 1 4 3 3
233 Feature Practitioner Profiles 14 50 0.28 2 New 2 3 2 4 3
242 Feature Member News 11 50 0.22 3 New 0 5 2 1 3
347 Feature New Members 11 50 0.22 3 New 2 2 2 4 1
259 Feature Ratings Administration 11 50 0.22 3 New 0 3 2 3 3
289 Feature Member Profiles 16 80 0.20 3 New 2 3 3 4 4
251 Feature Browse Jobs 10 50 0.20 3 New 0 4 2 0 4
332 Feature Edit articles 15 80 0.19 3 New 4 0 4 4 3
243 Feature News Editing 13 80 0.16 3 New 0 3 3 3 4
253 Feature Advertise Jobs 12 80 0.15 3 New 3 5 2 1 1
267 Feature Trainer/Practitioner Membership 10 80 0.13 4 New 0 2 4 3 1
260 Feature Trainer Ratings 10 80 0.13 4 New 2 1 4 0 3
249 Feature Administer Courses 12 130 0.09 4 New 2 5 2 2 1
254 Feature Administer jobs 12 130 0.09 4 New 0 1 4 4 3
238 Feature Profile Administration 9 130 0.07 4 New 0 3 2 1 3
269 Feature Membership administration 9 130 0.07 4 New 1 5 2 0 1
273 Feature Administer content 7 200 0.04 4 New 1 1 3 1 1
Business value criteria
combine into a single
overall value

27. © 2016 ripplerock
Summary
1. Work back from desired outcome to discover appropriate features
2. Use tools like Impact Mapping and Value Stream Mapping to help construct a Vision
3. Agree key ‘Value Factors’ with stakeholders
4. Use Story Mapping to help shape MVP
5. Ensure ‘Why’ is a central part of each User Story
6. Use BDD to help find examples
7. Look for implementation options - especially in refinement
 Assess Effort & Value to make appropriate ROI choices
8. Incremental Releases
 Validate assumptions early
 Incorporate customer feedback and learning
 Build less - but focus efforts on the Value
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Questions
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