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Evolving the Agile Organization / Portfolio Planning - Coggle Diagram

- - - - happy stakeholders
      - satisfied employees
      - Reveals the value that the product delivers to customers, today
        
        How happy are users and customers today? Is their happiness improving or declining?
        
        How happy are your employees? Is their happiness improving or declining?
        
        How happy are your investors and other stakeholders? Is their happiness improving or declining?
    - - show that they can meet market demand with timely delivery
      - Expresses the organization’s ability to quickly deliver new capabilities, services, or products
        
        How fast can the organization learn from new experiments?
        
        How fast can you learn from new information and adapt?
        
        How fast can you deliver new value to customers?
        
        to improving delivery pipeline automation to improving application maintainability and removing technical debt; anything that reduces time spent waiting or time spent performing work
    - - being able to sustain innovation over time
      - Expresses the ability of a product development organization to deliver new capabilities that might better meet customer needs
        
        What prevents the organization from delivering new value?
        
        What prevents customers or users from benefiting from that innovation?
        
        A variety of things can impede a team from being able to deliver new capabilities and value
        
        spending too much time fixing defects or reducing technical debt
        
        having to maintain multiple code branches or product versions
        
        a complex or monolithic application architecture
        
        insufficient product-like environments to test on
    - - Suggests the potential future value that could be realized if the
        organization could perfectly meet the needs of all potential customers
        
        Can any additional value be created for our organization in this market or other
        markets?
        
        Is it worth the effort and risk to pursue these untapped opportunities?
        
        Should further investments be made to capture additional Unrealized Value?
      - For example, a product may have low CV, because it is an early version being used to test the market, but very high UV, indicating that there is great market potential. Investing in the product to try to boost CV is probably warranted, given the potential returns, even though the product is not currently producing high CV. Conversely, a product with very high CV, large market share, no near competitors, and very satisfied customers may not warrant much new investment; this is the classic cash cow product that is very profitable but nearing the end of its product investment cycle
  - - - quantify value in the form of KVM’s (valuable to an organization)
    - - Current condition for each KVMs
    - - Making small incremental changes and then quickly measuring the result is better than delaying improvement and measurement by changing too many factors at once
    - - The learning loop continues until the KVA reflect the desired results
- - - - Presenting this T2L during the sprint review often removes the focus on the velocity and the details of the planning
      - Of course how effective development is important, but only in the context of doing the right thing or delivering the right learning
      - This often results in quicker experiments, learning from actual data and finding improvements more rapidly.
    - - The team starts to understand the customer demands better, because it sees if the new functionality or added features are used or not
      - The Product Owner learns what delivers actual value and what does not
      - With a long and slow learning loop, so much new functionality is added that it’s hard to deduce what actually improved it
      - Stakeholders also start to see which ideas were actually good ideas and what the customers really need.