One of the hardest things to find out, when prioritizing features for a product is: What is the real Business Value of these features. Not every company in fact, has structured and marketing driven sales processes that can very well determine what is the value, or better potential value of a feature to ship on the market. The value of a feature is linked to the timeframe in which it will be delivered to the market, therefore to determine its value is also a matter of being able to determine the right moment in time when to ship it. It is not uncommon that the Stakeholders in a company have to decide what is more important or “valuable” to be shipped next. What often happens is that these Stakeholders do not agree on priorities together, but they just drop their individual wishes to the development teams, or better to the Product Owners (Scrum), which find themselves in charge of discriminating between different stakeholder wishes and priorities.
How to achieve a common agreement between the Stakeholders so that:
- The priorities are understood and defined for the company and not for individuals or specific departments only.
- All Stakeholders are aware and participate in defining what is more valuable to the company, without delegating the whole responsibility to Product Owners.
This has to be achieved in respect to the fact, that the Product Owner should be the “ultimate” role that is in charge of defining product priorities and owns the product even if he/she may need to be supported from Market Experts, Customers, Key Account Managers, etc.
While we have several mechanism to help aid with the “discovery” of “value” through our Scrum Product Owner course… there is always more to delve into and learn…
What would you add?