--- In [EMAIL PROTECTED], "Jeff Grigg"
<[EMAIL PROTECTED]> wrote:
>
> > --- Olivier Lafontan wrote:
> >> The presentation can be found at
> >> http://groups.yahoo.com/group/extremeprogramming/files/eXtreme%
> 20Analysis/
> >> which is in the file section of this group, under a
> >> new folder called eXtreme Analysis.
>
> http://tinyurl.com/4e8so
>
> --- Ron Jeffries <[EMAIL PROTECTED]> wrote:
> > Thanks, Olivier!
> > Gang: I invited Olivier to post this here because I found
> > the presentation very interesting and potentially useful.
>
> I thank you too, Olivier. I saw the presentation over in
> the "agileanalysis" group, and am glad you brought it over here for
> discussion. Thanks!
>
> http://groups.yahoo.com/group/agileanalysis/
>
> _ _ _
>
>
> Perhaps XP has matured enough to make an Extreme Analysis approach
> appropriate and possible. I think a clearer focus on creating
> business value could benefit many projects. In this example, it
> seems to have resolved a nasty case of Analysis Paralysis.
>
> I think the notion that stories should have an estimated business
> value, and creating business value should drive that prioritization
> has been around in the XP community for some time. In this project,
> they measured business value in terms of number of jobs to
> eliminate.
No jobs were eliminated as a result of this project. The people behind
the numbers just started having a bit more time to deal with other
aspects of their jobs.
> Others have proposed measuring business value in terms of
> current dollars. Personally, I prefer dollars, as it's more
> flexible: One can increase revenue or cut costs; you don't have to
> focus exclusively on cutting costs in one particular way.
>
> I wonder, in this case, if an exclusive focus on eliminating jobs was
> too narrow a focus.
There were 2 main outcomes: "Operational Cost Reduction" and "Customer
Experience Improvement".
A narrow focus - I see it more as a more manageable condition of
satisfaction actually - is exactly what the project lacked at this stage.
However, when we went into Delivery mode, some of the analysts worked
on sizing the derived "Customer Experience Impact" delivered by the
stories which primary outcome was Operation Cost Reduction. And there
was some...
> Could one create value, and measure it, by
> counting the number of money movements that went wrong, and working
> to reduce this number?
> Could making more information available to
> customers on the web create value, even if the customers would be
> otherwise inclined to give up and not call the call center to get
> this information? Could improved customer service create additional
> business opportunities?
>
> There's a value to declaring a project finished and successful. But
> I think there's also a value to continuous improvement. What ongoing
> plans were put in place to monitor and improve customer service over
> the long term?
> What positive actions are taken, when a problem
> occurs, to ensure that problems like that don't happen again in the
> future?
>
> (Yes, I'm talking Deming's Total Quality Management ideas. ;-)
To Post a message, send it to: [EMAIL PROTECTED]
To Unsubscribe, send a blank message to: [EMAIL PROTECTED]
ad-free courtesy of objectmentor.com
Yahoo! Groups Links
<*> To visit your group on the web, go to:
http://groups.yahoo.com/group/extremeprogramming/
<*> To unsubscribe from this group, send an email to:
[EMAIL PROTECTED]
<*> Your use of Yahoo! Groups is subject to:
http://docs.yahoo.com/info/terms/
