If a team plans to deliver 14 features in an iteration and it can produce only 10, then the development team, product team, and possibly the executive sponsor must face the shortfall and decide what actions to take. Many factors will influence the decision making—whether this iteration is early in the project or late, whether the shortfall will impact the delivery date or product viability (every product has set of features that constitute the minimum viable set)—but the salient point is that these decisions are addressed frequently in an agile project.
All too often, sequentially developed products reach the final stages only to discover major problems when the options available are limited. By forcing diffic...
- Chapter 2. Value over Constraints
- from Agile Project Management: Creating Innovative Products, Second Edition
- Publisher: Addison-Wesley Professional
- Released: July 2009
Share this highlighthttp://www.safaribooksonline.com/a/agile-project-management/2273/