Hi Bill:
> The latest XPlorations article:
>
> Customer Value: Unbundling
> http://xp123.com/xplor/xp0412/index.shtml
> A customer (product owner) can create value by how much or how
> little they bundle together.
A colleague and I discussed the article and we're both left puzzled on a
two key points, and they may be involved in a cause/effect relationship.
First...
> What's the impact of an inability to prioritize? What happens if we
> insist on getting all these at once? The direct impact is an increase
> in risk: we risk shuttering the business for a spelling change. That's
> hardly what the real customer wants. There are indirect impacts as
well:
> people get confused about what's really important; they act like they
> have plenty of time and resources (whether or not that's true); they
> often don't seek creative solutions.
These are all great questions, which are deserving of further analysis.
I'm just not sure how you are drawing you relationship to bundling and
unbundling.
If I may, when I first read the article, I drew my own conclusion that
the prioritization process may be an exercise in bundling, unbundling,
and re-bundling -- a careful dance between customer and development
team. My colleague, while agreeing that there might be connections
across the topics, he stopped me from prematurely connecting the dots.
Which brings me to the second point...
How does the choice to bundle or not relate to prioritization? The
conclusions seem after-the-fact (i.e. post prioritization) rather than
re-focusing on the prioritization problem.
Hope this is clearer than the skies over LA this evening.
Thanks for the read!
Cheers,
Tom
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