Define deliverables by identifying units that can be produced incrementally in order to maximize their value to stakeholders while minimizing non-value added work.

Defining deliverables and value to stakeholders is a key aspect of project management, particularly in agile frameworks utilized by PMI Agile Certified Practitioners (PMI-ACP). A deliverable is defined as any tangible output created during a project that is intended to meet specific project goals and objectives.

In the context of PMI-ACP, a ‘unit’ typically refers to a user story, a component of the project that is developed and completed incrementally, and which often has inherent value to the stakeholder. By defining deliverables in terms of units, teams can break down complex projects into manageable portions, ensuring a steady flow of value-add for stakeholders and reducing wasted work or ‘non-value add.’

I. Value Maximization and Non-Value Minimization

Agile project management teams strive to maximize the value they deliver to stakeholders. This can be accomplished by prioritizing high-value stories or components for early development and delivery. This is often referred to as implementing a ‘priority-driven’ schedule, which is fundamentally designed to maximize stakeholder value.

For example, consider an agile team working on a mobile application. They may prioritize key functions like user login and searching capabilities before moving on to aesthetic enhancements, ensuring the stakeholders see value sooner.

A crucial aspect of value maximization is identifying and minimizing non-value added work. Non-value added work can include unnecessary routines, delaying decisions, over-complication, and over-processing, among others. In the context of our mobile application development, this might mean eliminating excessive design revision cycles or removing redundancy in the coding process.

II. Defining Units and Incremental Production

In an agile environment, the project is broken down into ‘units’ that are produced incrementally. These units (typically user stories) constitute a portion of the project that can be developed independently and has inherent value to the stakeholder. For instance, the user login function for the aforementioned mobile application is a unit.

Producing units incrementally entails working on them in short, focused iterations, or “sprints,” very commonly used in Scrum, a popular agile framework. Each sprint results in a potentially shippable increment, adding value to the product.

III. Identifying Units

To identify units, teams usually start with high-level project requirements and break them down into more detailed user stories during the backlog creation process. This can be done through techniques like Epic breakdown, wherein large user stories (Epics) are broken down into smaller, manageable units. A tool called Story mapping can also be utilized, which not only helps in identifying units but also provides a visual structure linking user stories back to the user’s journey.

IV. Comparison: Traditional Projects vs Agile Projects

In conclusion, Agile’s approach to defining deliverables as units of work that can be produced incrementally is a key factor in its ability to deliver high value to stakeholders while minimizing non-value add. By identifying units of deliverables, agile project teams can prioritize work, maximize stakeholder value, and minimize waste, boosting project success.