Inspired by my activity at Mozaic Works as an agile & lean coach, helping companies make the transition. Also by my activity as a leader in Mozaic Labs, a product development company, where we apply what we teach others.
In early 1990s, one former US AirForce pilot became Chief Engineer of a software company. The teams he was working with had many troubles while developing a product. Trying to fix the issues, he decided to fundamentally change their workflow. In 1995 he introduced his new method to the world under the name of Scrum. Today, software teams adopting it often focus on one thing: how to do Scrum by the book.
I can only imagine how the world would have evolved if we treated hammers in the same way. Someone needed to bind two pieces of wood together, thought of nails and used a piece of metal to drive them. He shows his method to other people, they all use it and they call it “hammer”. The 3rd annual convention on the topic focuses on making hammers too light to drive nails anymore.
It doesn’t mean that design patterns are bad, Scrum is useless and hammers aren’t helpful. Just that we tend to forget the purpose and focus on the method.
The general rule for prioritizing the backlog is that you do it based on business value. From the business perspective, this makes a lot of sense: you maximize the ROI by doing first the things that create the most value in the context of your product, be it monetary or non-monetary (e.g. number of visitors on the website, number of registered users etc). You define the goals during the release planning and then you make sure that you’re going in the right direction.
The second level of prioritizing happens during the sprint planning meeting. The team looks at each story and tries to see if the story is ready-ready, meaning if the Product Owner says it’s ready for the team and if the team thinks it’s ready to start. So actually the highest business value is not useful at this point anymore; instead, there’s something else.