MENU

Product Backlog - Prioritize by Customer Value

The Product Backlog is ideally suited to be applied across the organization. In Scrum we know the Product Backlog and the Sprint Backlog for ICT. The Product Backlog describes all requirements that are necessary to create a software product. The requirements are prioritized based on customer value and the […]
Door: Agile Business Builders op March 15 2017.
Read in: 3 minutes.

The Product Backlog is ideally suited to be applied across the organization.

In Scrum we know the Product Backlog and the Sprint Backlog for ICT. The Product Backlog describes all requirements that are necessary to create a software product. The requirements are prioritized based on customer value and the most important of these then go into the Sprint Backlog. Here the Scrum team defines the necessary actions to arrive at the requirements that will be made during that sprint.

On an organizational level, projects, actions, campaigns, products and other activities can be included in the Product Backlog. This helps to gain an overview of what has the most value for the customer. There is often a parallel with what needs to be done internally to be able to deliver something externally. But often the customer is not interested in what still needs to be streamlined internally. These are things that have to be taken care of in the background.

How exactly does prioritizing on customer value work?

Organizing the Product Backlog is about asking the customer which of the activities has the most value for him or her. This is relative value and not monetary value. For example, you may want to perfect something down to the last detail before showing it to the customer. This while the customer, upon inquiry, would be satisfied much sooner. In order to continuously deliver as much customer value as possible, it is therefore important that you have a clear picture of the wishes and needs of the customer. A close customer relationship with good communication is essential. Once you know how much value each activity has in the eyes of the customer, it's time to define the workload per activity.

As with customer value, defining the workload is done relatively. It is therefore not about exact working days or hours, but about the amount of work of one activity compared to another activity. For example, one activity may be four times more work than another, although you don't know exactly how many hours that is yet. You can estimate that one is so ticked off and that the other requires even more research.

Product Backlog and Workload

By mapping the workload per activity in this way, you can start prioritizing in combination with the given amount of customer value. Of course you want to start with those activities that generate the most customer value. Which of these will be dealt with first depends on the associated workload and available capacity of the employees. If there is little time besides normal activities, you are the first to pick up those activities where the workload is low but the customer value is high. If only activities with a high customer value and a large workload have emerged, it is time to review the Product Backlog. Perhaps activities can be broken down into smaller parts, keeping customer value high, but reducing workload. In this way you can present or deliver something to the customer every few weeks (sometimes even days) that has value for him or her. This ensures transparency, trust and a closer customer relationship.

During our one-day workshop 'Prioritize on customer value' we will explain this principle further and help you to prepare the first Product Backlog, so that you can immediately start working on it the next day.

The Product Backlog is ideally suited to be applied across the organization.

In Scrum we know the Product Backlog and the Sprint Backlog for ICT. The Product Backlog describes all requirements that are necessary to create a software product. The requirements are prioritized based on customer value and the most important of these then go into the Sprint Backlog. Here the Scrum team defines the necessary actions to arrive at the requirements that will be made during that sprint.

On an organizational level, projects, actions, campaigns, products and other activities can be included in the Product Backlog. This helps to gain an overview of what has the most value for the customer. There is often a parallel with what needs to be done internally to be able to deliver something externally. But often the customer is not interested in what still needs to be streamlined internally. These are things that have to be taken care of in the background.

How exactly does prioritizing on customer value work?

Organizing the Product Backlog is about asking the customer which of the activities has the most value for him or her. This is relative value and not monetary value. For example, you may want to perfect something down to the last detail before showing it to the customer. This while the customer, upon inquiry, would be satisfied much sooner. In order to continuously deliver as much customer value as possible, it is therefore important that you have a clear picture of the wishes and needs of the customer. A close customer relationship with good communication is essential. Once you know how much value each activity has in the eyes of the customer, it's time to define the workload per activity.

As with customer value, defining the workload is done relatively. It is therefore not about exact working days or hours, but about the amount of work of one activity compared to another activity. For example, one activity may be four times more work than another, although you don't know exactly how many hours that is yet. You can estimate that one is so ticked off and that the other requires even more research.

Product Backlog and Workload

By mapping the workload per activity in this way, you can start prioritizing in combination with the given amount of customer value. Of course you want to start with those activities that generate the most customer value. Which of these will be dealt with first depends on the associated workload and available capacity of the employees. If there is little time besides normal activities, you are the first to pick up those activities where the workload is low but the customer value is high. If only activities with a high customer value and a large workload have emerged, it is time to review the Product Backlog. Perhaps activities can be broken down into smaller parts, keeping customer value high, but reducing workload. In this way you can present or deliver something to the customer every few weeks (sometimes even days) that has value for him or her. This ensures transparency, trust and a closer customer relationship.

During our one-day workshop 'Prioritize on customer value' we will explain this principle further and help you to prepare the first Product Backlog, so that you can immediately start working on it the next day.

By Agile Business Builders

Receive inspiring tips and information every month?

Sign up for our newsletter and receive inspiring tips and useful information every month.
Newsletter Footer

Lagant partners

It is our mission to help customers get their change ambitions to come true.

26 Stationsplein
3818 LE Amersfoort

Our location in Amersfoort is located directly opposite the main entrance of the NS station and is therefore easily accessible by public transport.
If you come by car, it is best to park at the Q-Park P+R Barchman Wuytierslaan, approximately a 5-minute walk from our office.

[email protected]+31 (0)41 322 4106
8.9
 151 reviews
Van AetsveldSLIM subsidy schemeChange guideIPMA CompactPRINCE2 Compact
This website runs on 100% sustainable energy, extracted from carbon dioxide-free and environmentally friendly hydropower.
© 1991-2024 Lagant | All rights reserved |