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Delivering value

Today, Gunnar Wettergren held the second lecture in the course “Strategies, benefits and alignment”. Todays topic was “Benefit and Value concepts” and despite the fact that I haven’t listened to the entire lecture, I had to start writing.

In the introduction of the lecture Gunnar talked about the shift in focus from project deliverables to business value. I correlate this to the agile manifesto which focus on the following:

  • individuals and interactions over processes and tools;
  • working software over comprehensive documentation;
  • customer collaboration over contract negotiation; and
  • responding to change over following a plan.

I’m not saying that the process of planning or documenting isn’t important – they are! However, it’s my experience that many projects still produce an unfortunate amount of “paper products” that bring little or no value to the project. They primarily function as a control mechanism and it’s the existence of the deliverable, not the content, that matters.

Unfortunately, the water fall model is still being used – even when there’s a level of uncertainty of the scope or requirements. Changes are inevitable – why not plan for that, embrace it and use a methodology or framework that supports it?

In short – I wish more of the projects I’ve been involved with had focused it’s resources on real business values (producing and delivering what has been deemed most important first) and planning for change (keeping the project aligned with the benefits of the receiving organization).

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