Відео

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Learned from you Dr. Monika :)

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Thank you so much for sharing that interesting insight about Lamborghini's history! It's incredible to see how Ferruccio Lamborghini's journey from tractors to sports cars has evolved into such a remarkable success story, especially after AUDI's acquisition. The legacy of Lamborghini truly is a testament to innovation and excellence in the automotive industry. I appreciate you taking the time to comment and add this valuable context!

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Cost of Delay (CoD) is calculated by summing Business Value (BV), Time Criticality (TC), and either Risk Reduction (RR) or Opportunity Enablement (OE). Since it involves adding three distinct values, the result is not necessarily a Fibonacci number. CoD = BV + TC + (RR or OE) Regarding who assigns these points: the person responsible for prioritization, typically the Product Owner or Product Manager, is tasked with assigning the values. However, they should collaborate with subject matter experts who are well-versed in the specific items to ensure accurate and informed point assignment. Hope this clarifies, if not please let me know.

Glad you like them @dankelly!

Student Credit Card (RR/OE: 3): Moderate risk reduction or opportunity enablement. Since it’s a new product targeted at a specific market (international university students), it carries some opportunity to open a new revenue stream, but it is relatively straightforward and replicates existing products. Platinum Card for Existing Corporate Platinum Card Holders (RR/OE: 5): High opportunity enablement. Transitioning corporate card members to consumer platinum cards is a significant opportunity to deepen relationships with an existing, high-value customer base. This can lead to increased spending and customer retention, which is critical during the holiday season, thus justifying a higher RR/OE value. Social Media Risk Profiling for New Immigrants (RR/OE: 1): Low risk reduction or opportunity enablement. While innovative, it’s a completely new and untested concept. The potential risk mitigation or opportunity enablement is not yet clear or proven, which justifies a lower score. Hope this helps! if not, please let me know and I will try explaining.

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If you can work with 8, that is wonderful however, if you have a huge backlog to prioritize, you might end up using 13 and sometimes even higher, but yes 8 would be a great number if you can contain it there.

@MPhilips you are absolutely right. Customer experience should drive every aspect of your business.

WSJF (Weighted Shortest Job First) is a technique that can be applied at both the Program and Product levels within the SAFe (Scaled Agile Framework) structure. Program Level: WSJF is often used during Program Increment (PI) Planning to prioritize features, capabilities, and enablers that will be included in the upcoming PI. It helps Agile Release Trains (ARTs) make data-driven decisions on what to work on first, ensuring that the work with the highest economic value is prioritized. This is critical for aligning the work of multiple teams around common business objectives and maximizing the economic outcomes of the PI. Product Level: At the Product Level, WSJF is used by Product Managers and Product Owners to prioritize the backlog of features, epics, or user stories. This ensures that the most valuable and time-sensitive work is addressed first, driving the product toward its strategic goals efficiently. Relevance in Program Increments: Yes, WSJF is highly relevant for Program Increments. During PI Planning, the technique is used to prioritize the work that will be committed to by the teams. By applying WSJF, teams ensure that they focus on delivering the highest possible value in the shortest amount of time, making the most effective use of the resources available during the Program Increment. In summary, WSJF is a versatile prioritization technique used across both Program and Product levels in SAFe, and it is particularly relevant during Program Increments to guide the prioritization of work that will yield the most significant business outcomes.

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I agree, can you provide a bit more information on how one arrives at RR/OE vis-à-vis discussion with stakeholders?

Apologies, I didnt even know someone is looking at this video. Not sure if you still need an answer but here it is: Student Credit Card (RR/OE: 3): Moderate risk reduction or opportunity enablement. Since it’s a new product targeted at a specific market (international university students), it carries some opportunity to open a new revenue stream, but it is relatively straightforward and replicates existing products. Platinum Card for Existing Corporate Platinum Card Holders (RR/OE: 5): High opportunity enablement. Transitioning corporate card members to consumer platinum cards is a significant opportunity to deepen relationships with an existing, high-value customer base. This can lead to increased spending and customer retention, which is critical during the holiday season, thus justifying a higher RR/OE value. Social Media Risk Profiling for New Immigrants (RR/OE: 1): Low risk reduction or opportunity enablement. While innovative, it’s a completely new and untested concept. The potential risk mitigation or opportunity enablement is not yet clear or proven, which justifies a lower score. Hope this helps! if not, please let me know and I will try explaining.

I have the same question.

Student Credit Card (RR/OE: 3): Moderate risk reduction or opportunity enablement. Since it’s a new product targeted at a specific market (international university students), it carries some opportunity to open a new revenue stream, but it is relatively straightforward and replicates existing products. Platinum Card for Existing Corporate Platinum Card Holders (RR/OE: 5): High opportunity enablement. Transitioning corporate card members to consumer platinum cards is a significant opportunity to deepen relationships with an existing, high-value customer base. This can lead to increased spending and customer retention, which is critical during the holiday season, thus justifying a higher RR/OE value. Social Media Risk Profiling for New Immigrants (RR/OE: 1): Low risk reduction or opportunity enablement. While innovative, it’s a completely new and untested concept. The potential risk mitigation or opportunity enablement is not yet clear or proven, which justifies a lower score. Hope this helps! if not, please let me know and I will try explaining.

Student Credit Card (RR/OE: 3): Moderate risk reduction or opportunity enablement. Since it’s a new product targeted at a specific market (international university students), it carries some opportunity to open a new revenue stream, but it is relatively straightforward and replicates existing products. Platinum Card for Existing Corporate Platinum Card Holders (RR/OE: 5): High opportunity enablement. Transitioning corporate card members to consumer platinum cards is a significant opportunity to deepen relationships with an existing, high-value customer base. This can lead to increased spending and customer retention, which is critical during the holiday season, thus justifying a higher RR/OE value. Social Media Risk Profiling for New Immigrants (RR/OE: 1): Low risk reduction or opportunity enablement. While innovative, it’s a completely new and untested concept. The potential risk mitigation or opportunity enablement is not yet clear or proven, which justifies a lower score. Hope this helps! if not, please let me know and I will try explaining.

Glad you liked it. Please let me know any other SAFe topics or Product Management topics that you would like me to create a video on.

With so much GenAI around, now I might be able to make this video in Russian :)

Hi Gerry, apologies for the late response and thank you for a thought provoking question. Answer to your question is Yes. If the list of items being prioritized is small, the probability of getting the same COD is less but when the list is huge (which is the case for large organizations), having same COD for multiple items has higher probability. Now you still have another parameter "Duration", if COD is same for multiple items but Durations are different, you still do not get into contention and you have a clean WSJF. The real problem arises when you have multiple items on your list having the same WSJF. Say you are dealing with the backlog of a large bank like State Bank of a Country. The bank has several line of businesses and no group of people in the organization can be called cross functional to make a collective decision. Now for such organizations, you do see the list of active epics going to numbers such as 500 or more. And in this scenario, you have several epics with the same WSJF. This is where some organizations have come up with things like top 25, top 50, top 100 epics. Good thing is if you look at from the scrum team perspective, you wont find a scrum team working on more than 2 - 3 EPICS on these top 100 list. So which at organizational level (at the CEO level) you do not have a unique WSJF, when it comes to program levels, you still have a clear WSJF. All I have written above might seem useless :) If you have run into a problem, let us discuss the specific scenario. Not to mention, do not share any confidential information. You can also reach me on "patralekh@gmail.com".

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Thanks for the compliment :)

I havent seen a team actually using WSJF to prioritize their backlog. You are be a true agile leader. Please share your success stories and challenges using WSJF that I can learn from and also share with my clients.