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Agile Value Management is about building the right thing with a customer-focused approach.This agile business analysis course coversestablishment of value teams to set priorities and techniques for spreading value-based approaches such as backlog refinement, iteration and release planning, product road mapping, visioning, scoping, and portfolio management.

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Prioritization MoSCoW

Must haveRequirements labeled as MUST are critical to the current delivery timebox in order for it to be a success. If even one MUST requirement is not included, the project delivery should be considered a failure (note: requirements can be downgraded from MUST, by agreement with all relevant stakeholders; for example, when new requirements are deemed more important). MUST can also be considered a backronym for the Minimum Usable SubseT.

Should haveRequirements labeled as SHOULD are important but not necessary for delivery in the current delivery timebox. While SHOULD requirements can be as important as MUST, they are often not as time-critical or there may be another way to satisfy the requirement, so that it can be held back until a future delivery timebox.

Could haveRequirements labeled as COULD are desirable but not necessary, and could improve user experience or customer satisfaction for little development cost. These will typically be included if time and resources permit.

Won't haveRequirements labeled as WON'T have been agreed by stakeholders as the least-critical, lowest-payback items, or not appropriate at that time. As a result, WON'T requirements are not planned into the schedule for the delivery timebox. WON'T requirements are either dropped or reconsidered for inclusion in later timeboxes. (Note: occasionally the term Would like is substituted, to give a clearer understanding of this choice).24

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LEAN CANVAS VS BUSIENESS MODELElementBusiness Model CanvasLean Canvas , , Entrepreneurs purelyCustomersLays emphasis on customer segments, channels and customer relationships for all businessesDoes not lay much emphasis on customer segments because startups have no known or tested products to sellApproachIt lays down the infrastructure, lists the nature and sources of financing and the anticipated revenue streams of the businessIt begins with the problem, a proposed solution, the channels to achieving the solution, costs involved and the anticipated revenue streamsCompetitionIt focuses on value proposition in quantitative and qualitative terms as way to stay smart in the marketIt assesses whether the business has an unfair advantage over the rest and how to capitalize on it for better groundingApplicationIt fosters candid understanding, creativity, discussion and constructive analysisIt is a simple problem-solution oriented approach which enables the entrepreneur to develop step-by-step

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