Quelles techniques pouvez-vous utiliser pour augmenter la valeur commerciale des user stories ?

To add to the proposed structure, I would suggest communicating with CSM teams to understand what loyal users are requesting, and the incrementality of UX improvements in their journey. Then, I would associate KPIs and OKRs and understand if they align with the long-term objectives of the product development roadmap. The requested features with the highest impact on the business and the product should be prioritized (using MoSCoW), and the process can be repeated as new launches and feature requests arise.

🎯 To turbocharge the business impact of user stories in Agile, clarity is paramount. I'd start by defining the value of each story and aligning them with your strategic business goals. Employ the INVEST model to ensure stories are well-crafted and impactful. Prioritize smartly with the MoSCoW method, distinguishing must-haves from nice-to-haves. Remember to regularly dip into stakeholder and user feedback to keep stories on target. Always be ready to experiment and adapt your story-crafting approach based on real-world feedback and outcomes. That's how you make each user story a powerhouse of value. 🚀📈🔍

To increase the business value of user stories, focus on understanding your customer needs, then break down those stories effectively for each to add actual value. Make sure you align with business goals and estimate the value each story adds. Include clear acceptance criteria, automate your tests and delivery for fast and quality delivery to the customers, measure the value, iterate and adapt as needed, and engage stakeholders continuously for feedback.

User stories must be crafted based on the intrinsic user requirements. Breaking down the stories into manageable deliverables is important. Prioritization of those stories according to business value is crucial. While setting the priorities, involvement of stakeholders, developers and the management plays an important role to ensure alignment with business goals. Finally getting continuous feedback and reviews on these stories guarantees maximum value. These techniques would help in increasing the business value of the user stories.

Increase the business value of user stories by prioritizing them based on customer needs and strategic goals. Engage stakeholders to clarify and refine requirements, ensuring a shared understanding. Break down stories into smaller, valuable increments for incremental delivery. Continuously validate user stories with feedback, iterating as needed. Align user stories with the overall project vision and regularly reassess priorities to maximize their impact on business objectives.

This is an important point of value criteria definition. Value can come in different ways as mentioned in this article - eg revenue from purchase, value of having correct data ( data quality), net promoter scores etc etc. Once identified whats valuable, Id look at the CX and journey and identify where in the journey should the user stories come into effect. Following which, prioritisation methods such as MoSCoW, Kano modelling etc are all useful, but may need to be strengthened with Impact mapping techniques. Together, this provides a more powerful representation of the value of user stories as it ties the functionality of the story to the point in the customer journey to the business value.

100% de acuerdo. En agilidad la palabra clave es VALOR. Algunos dicen adaptación y yo siempre les pregunto,¿A que? A lo que aporte valor al Cliente. Eso si. Por tanto, en Agilidad lo primero es clarificar las metricas de valor...¿Como vamos a medir el valor que estamos aportando? Y por tanto, distinguimos entre outcome y output. Y sabemos que el resultado buscando no es la funcionalidad o lo que construimos sino la utilidad para el Cliente.

As a BA in a SAFe Agile project, I prepare in advance with the support of the PO a list of US on Jira written and respect the Definition of Ready (DOR) which is the INVEST criteria as an input / pre-requisite of the Backlog Refinement.

I believe user stories should be crafted based on accurate user personas and aligned with customer requirements. Each story should include clear acceptance criteria and be small enough to be completed within a single sprint, ensuring maximum value delivery.

Yo he utilizado el metodo INVEST para crear las HU Lo mas importante es la I de independientes. Y aqui tengo que decir que muchas veces las historias aunque pequeñas no son del todo independientes, lo cual no es un problemas. INVEST es un modelo de referencia al que llegar. Si hay dependencias entre las HU intentemos eliminarlas pero si persisten, vivamos con ello y consideremos esas dependiencias

The INVEST model in Agile methodology provides a set of criteria for creating well-defined and effective user stories. Each letter in INVEST represents a key attribute: Independent, Negotiable, Valuable, Estimable, Small, and Testable. This model ensures that user stories are self-contained, negotiable for flexibility, valuable to end-users, estimable in terms of effort, small enough to be completed within an iteration, and testable to verify successful implementation. By adhering to the INVEST principles, Agile teams can enhance communication, improve planning and estimation, and foster a clear understanding of user story requirements.

By categorizing user stories into Must have, Should have, Could have, and Won't have, teams can align their efforts with the highest impact on delivering value to customers. This not only enhances the focus on essential features but also allows for flexibility in addressing less critical aspects if time and resources permit. MoSCoW is an effective tool to maintain a balance between delivering a functional product and managing expectations regarding what can be achieved within a given timeframe. there are several alternatives that teams can use based on their preferences, context, and specific project needs: - Value vs. Complexity Matrix - Weighted Shortest Job First (WSJF) - Buy a Feature - Opportunity Scoring (Business Value)

Para mi el metodo MosCoW es muy valioso. Aunque me gustan mas otros metodo de priorización que arrojan mas variables. MosCoW me gusta el Would Have porque haces un ejercicio con el cliente de aquello que de momento es un nice to have. Para mi gusto, priorizar con Eisenhower y aplicando la serie de Fibonacci a la matriz de Eisenhower se pueden conseguir resultados mejores.

1. Must-haves (M): These are critical for project success & must be delivered in the current iteration or release. Failure to include a "Must-have" would jeopardize the project's viability. 2. Should-haves (S): These are important but not critical for the current release. They contribute significantly to the project's value but can be deferred if necessary. 3. Could-haves (C): These are desirable features that would enhance the project but are not crucial. They can be considered if time and resources permit after addressing Must-haves and Should-haves. 4. Won't-haves (W): These are features explicitly decided to be postponed or excluded from the current scope. They are items that won't be addressed in the current iteration or release.

Feedback plays a crucial role in ensuring that the delivered product meets the needs and expectations of its users. Feedback serves as a reality check, providing insights into whether the user stories align with the user's perspective and deliver the intended value. By actively seeking and incorporating feedback, teams can identify any gaps or issues early in the development process, enabling them to make timely adjustments. This iterative approach fosters a more responsive and adaptive development environment, ensuring that the product remains aligned with evolving user needs and market demands.

Las HU son el que. Es decir, es el dolor del Cliente, la necesidad que tienes que resolver, el valor que tiene que aportar el Equipo. El concepto de HU lo dice. Lo más importante de una historia de Usuario es la conversación que generas con ella. Por tanto, esa es la clave: Aprende de las necesidades del cliente, escucha, concreta y sigue conversando. Con eso, conseguirás un product backlog de valor. Y por completar este artículo. Las HU no tienen porque ser solo de SW. yo trabajo como Areas de HR, Marketing, Ventas y en todas ellas utilizamos HU para comprender donde está el valor y para que el equipo no lo pierda de vista. Asi nos olvidamos de las tareas y nos centramos en las HU.

The "Validate with Feedback" technique in Agile methodology involves continuously seeking input from stakeholders and end-users to validate the product's alignment with expectations. It emphasizes frequent demonstrations and releases, gathering feedback early and often throughout the development process. By incorporating real-world perspectives, Agile teams can validate assumptions, identify potential issues, and make iterative improvements, ensuring that the delivered product meets user needs and aligns with project goals effectively. This technique fosters a collaborative and adaptive approach, enhancing the overall quality and relevance of the final product.

In my Agile journey, I discovered the power of storytelling in user stories writing. Here's my quick playbook: * Dive Deep: Understand users as characters in a narrative. * Speak Vividly: Turn requirements into engaging stories. * Plot Wisely: Each story advances the product's larger tale. * Refine with Feedback: Treat feedback like an editor's notes, refining the storyline for greater impact. This approach turned my user stories into captivating chapters, dramatically boosting their business value.