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.
How did you reach at numbers 9,18 & 4 in Cost of Delay? These are not Fibonacci numbers. Also for these T-shirt sizing or points, who all are the stakeholders? Is it only the higher management of the ART or the entire ART along with tech team is a part of providing points?
Have a question. Can you have same numbers for two or more epics under the column for BV, TC, RR/OE and COD? Are there instances WSJF have the same score for 2 or more epics? What should you do in that case?
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".
The problem with this whole thing is that it treats humans as robots and if everything could be broken down into nuts and bolts and numbers in a spreadsheet. The world doesn't work that way. Humans have attitudes, behaviours, and emotions. It doesn't matter if you repair the $500/day car vs the $30/day car if the customer experience with your business is terrible. People will simply not come and buy from you.
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I love your two examples, thanks!
Glad you like them @dankelly!
This is a fantastic resource!
Could you pl add more info on RR/OE. Its not clear as to how you arrived at those values.
I agree, can you provide a bit more information on how one arrives at RR/OE vis-à-vis discussion with stakeholders?
Cannot be made more simple and easy to understand. Thanks a lot.
Glad to hear that
Super
Mr Satyam. Thank you very much. I could achieve a very well accepted prioritized product backlog using this technique. Thanks again
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.
very well explained.. with a good example..
Thanks for liking
Wow guy you're a good teacher and I understand how to calculate the CoD and the WSJF
Thanks for the compliment :)
Crisp. To the point.
Happy that you liked it.
How did you reach at numbers 9,18 & 4 in Cost of Delay? These are not Fibonacci numbers. Also for these T-shirt sizing or points, who all are the stakeholders? Is it only the higher management of the ART or the entire ART along with tech team is a part of providing points?
Very nice presentation. I plan to share this in my company.
Glad you liked it. Please feel free to share.
Where do you think this technique used ? Program level or Product level ? Is it relevant to perform this technique in program increments ?
Good explanation. Thank you
Glad it was helpful!
How did you come to the values for RR/OE?
Still not able to clearly understand RR/OE. Could you please explain what it means and why did you assign 5,3 and 1 for the 3 epics?
I have the same question.
Using the fibbanochi scale, what is the highest value you'd recommend? 8?
Have a question. Can you have same numbers for two or more epics under the column for BV, TC, RR/OE and COD? Are there instances WSJF have the same score for 2 or more epics? What should you do in that case?
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".
very clear
Thanks for the comment Catherine.
Nice Explation
Glad you liked it.
Добрые люди, сделайте видео на русском пожалуйста
The problem with this whole thing is that it treats humans as robots and if everything could be broken down into nuts and bolts and numbers in a spreadsheet. The world doesn't work that way. Humans have attitudes, behaviours, and emotions. It doesn't matter if you repair the $500/day car vs the $30/day car if the customer experience with your business is terrible. People will simply not come and buy from you.
@MPhilips you are absolutely right. Customer experience should drive every aspect of your business.