HKSM

Planning for Value is the practice of validating a project's expected benefits and making the case for doing it. Business stakeholders (sponsors, customers, and users) are accountable for defining how value will be created and measured, while the Scrum Team focuses on what to build to enable that value.

Key Points

• Confirms the project is worth pursuing by clarifying expected benefits and outcomes.
• Stakeholders own value definition and metrics; the Scrum Team translates that into deliverable product increments.
• Continuously revisited using feedback and evidence to refine priorities and assumptions.
• Guides backlog ordering, release plans, and funding decisions to maximize benefits and reduce waste.

Example

A retailer plans a loyalty feature. Sponsors and customer reps define value metrics (e.g., 10% increase in repeat purchases, higher app engagement) and confirm funding. The Scrum Team selects and delivers backlog items that enable these outcomes, measures results after each release, and adjusts priorities if metrics are not improving.

PMP Example Question

Which action best demonstrates Planning for Value in a Scrum context?

1. The Scrum Master assigns tasks during the Daily Scrum.
2. The sponsor and users set measurable outcomes and approve funding while the Scrum Team plans features to achieve them.
3. The development team finalizes architecture before involving stakeholders.
4. The Product Owner locks the scope to prevent changes during the release.

Correct Answer: B — Stakeholders define value and the team plans delivery to realize it

Explanation: Planning for Value centers on stakeholders owning value definition and validation, while the Scrum Team focuses on what to build to achieve those outcomes.