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BABOK Guide
BABOK Guide
10. Techniques
Introduction 10.1 Acceptance and Evaluation Criteria 10.2 Backlog Management 10.3 Balanced Scorecard 10.4 Benchmarking and Market Analysis 10.5 Brainstorming 10.6 Business Capability Analysis 10.7 Business Cases 10.8 Business Model Canvas 10.9 Business Rules Analysis 10.10 Collaborative Games 10.11 Concept Modelling 10.12 Data Dictionary 10.13 Data Flow Diagrams 10.14 Data Mining 10.15 Data Modelling 10.16 Decision Analysis 10.17 Decision Modelling 10.18 Document Analysis 10.19 Estimation 10.20 Financial Analysis 10.21 Focus Groups 10.22 Functional Decomposition 10.23 Glossary 10.24 Interface Analysis 10.25 Interviews 10.26 Item Tracking 10.27 Lessons Learned 10.28 Metrics and Key Performance Indicators (KPIs) 10.29 Mind Mapping 10.30 Non-Functional Requirements Analysis 10.31 Observation 10.32 Organizational Modelling 10.33 Prioritization 10.34 Process Analysis 10.35 Process Modelling 10.36 Prototyping 10.37 Reviews 10.38 Risk Analysis and Management 10.39 Roles and Permissions Matrix 10.40 Root Cause Analysis 10.41 Scope Modelling 10.42 Sequence Diagrams 10.43 Stakeholder List, Map, or Personas 10.44 State Modelling 10.45 Survey or Questionnaire 10.46 SWOT Analysis 10.47 Use Cases and Scenarios 10.48 User Stories 10.49 Vendor Assessment 10.50 Workshops

6. POA Techniques

6.26 Value Modelling

Guide to Product Ownership Analysis

Purpose

Value modelling focuses solution development on value delivery by tracing decisions to the value perspective of the stakeholder.

See section 7.22 of Agile Extension V2 for details.
In the context of product ownership analysis, value modelling is used to define the product as a combination of customer and stakeholder value. It helps the team trace product decisions (e.g., inclusion or exclusion of features) to customer value, derived or deferred.
POA Domain Value Modelling:
Applying Foundational Concepts
  • Many poorly defined and misaligned products
    are described as merely a set of features or solution components. The value that can be derived from them is ignored.
  • Different value models (for example, value proposition canvas, value model, mean value charts, customer value flowcharts) align the product to stakeholder goals.
  • Value models mitigate the risk of poorly defined products for team members and the organization.
Cultivate Customer Intimacy
  • Different types of value models show gaps in the expected and perceived value from the product from different stakeholder perspectives.
  • Value models are created with a stakeholder in mind hence the value model collates the spectrum of value derived by the stakeholder. This helps in the discovery process and creates an emotional connection.
Engage the Whole Team
  • Value modelling requires practitioners to take
    perspectives from the team members and derive customer values being delivered.
  • Include the stakeholder in the discussion when creating the value model as it is specific to a stakeholder or customer segment.
Make an Impact
  • Value models provide a visual construct to easily understand the nature of value being delivered, which better illustrates impact than a list of features.
Deliver Often
  • The value model must be updated when customers' needs evolve due to:
    • Changing expectations,
    • New ways to achieve outcomes,
    • Novel ideas, or
    • Additional features
Learn Fast
  • Value models use all available subjective and
    quantitative analysis to evaluate the decisions that lead to customer value.
  • A set of value-based metrics can be used to track perception of customer value and learn what needs to change.
Obsess About Value
  • The entire focus of the value model is to shift the understanding of the product from a solution-based outlook to a value-focused outlook.
  • This enables products to be envisioned and delivered in a top-down approach where each PBI, story, and features trace it back to the envisioned value of the product.