My earlier post here, I introduce us to the phenomenon of the Federal customer requiring a story point quota per sprint or release, in part, as a measure of progress/value delivery; and a brief overview of story points.  My previous post here, tries to make the point that value measurement is hard, and that story points and velocity is best suited for the calibration of the team and how they operate within the ‘system’ that is creating value, not the amount of value delivered.  Now, I will attempt to draw a few conclusions in this post.

Ultimately, the goal of building these software solutions is to provide something of value to the customer.  Mark Schwarz, the former CIO at USCIS, posted a blog on LinkedIn related to the notion of using BI to evaluate the ‘value’ delivered since the stories, points, velocity are all leading indicators to the ultimate trailing indicator, of outcomes delivered.  Mark’s Post on LinkedIn.