This session outlines the challenges faced by most of the teams wherein delivery managers are simply focused on improving velocity. All the improvements are aimed to improve velocity at the end.

While improving velocity is good, velocity after a point hits a roof. It does not grow beyond a certain point unless some very revolutionary steps are taken. Lot of times due to legacy and cost limitations, aggressive steps can not be taken towards making a difference in already improved velocity.

Then do you stay with that velocity? Or make an attempt to focus on value.

"WTF" model is a model to prioritize user stories. The model has team say in prioritization which is often missing . Its simple to use !!


While we have lot of prioritization models, there


Outline/Structure of the Experience Report

This is story telling session where a story from jungle is narrated.

The story is basically analogy to relate to the existing problems where delivery teams focus mainly on improving velocity. However when many of the parameters are changing, it is very hard to see velocity improving constantly.

So while we optimize our sprint velocity, its important that teams stay focused on improving "Value"

Then the model and its applicability is explained

The model is simple acronym

  • W : Who will be impacted 
  • T : Time it will take to develop
  • F :  How fast it is needed

 The talk also outlines the when and how part of usage of this model

Learning Outcome

1. Understand limitations in improving velocity

2. Understand the factors affecting value at user story level

3. Explore the WTF model and its applicability

Target Audience

Anyone who has "M" in their designation and anyone who is interested in adding value


schedule Submitted 4 years ago

  • Dave Thomas

    Dave Thomas - Value Driven Development - Maximum Impact, Maximum Speed

    Dave Thomas
    Dave Thomas
    Chief Scientist
    CSO Kx Systems
    schedule 4 years ago
    Sold Out!
    45 Mins

    Agile, OOP... are like good hygiene in the kitchen, it results in meals with consistent quality and predictable prep and service times. It doesn't result in great meals nor substantially impact the ROI! Lean Thinking clearly shows that the only way to make a significant impact is to improve the value chain by improving flow. If everyone is following best practices no one has competitive advantage. Major improvements in the value chain depend on continued disruptive innovations. Innovations leverage people and their ideas. We use case studies to illustrate the different business and technical innovations and their impact. We conclude with a discussion of how to build and leverage an innovation culture versus a sprint death march when dealing with high value time to market projects.

  • Dipika Kapadia

    Dipika Kapadia - Lean Product Discovery in action at Ola

    45 Mins
    Case Study

    Coming soon...

  • Manish Bhatia

    Manish Bhatia - Lean Product Incubation at Amazon

    45 Mins
    Case Study

    At Amazon, we start with the customer and work backwards. Its not just a way of thinking, but also a process that gives you relentless customer focus. Creating a Working Backwards document allows you to clarify your thinking, share your idea and validate the customer-value of your ideas using language your customers understand.

    In this presentation, Manish Bhatia will cover various thinking patterns and mechanisms used in Lean Product Discovery.