Domain 2 of 3 · Chapter 3 of 10

Value-Based Delivery

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Included in this chapter:

  • Where value comes from: business case and stakeholders
  • Order work by value, re-order on feedback
  • Deliver incrementally: MVP, increments, review
  • Measure benefits, or ship a successful failure
  • Re-judge value; sunk cost is never a reason
  • Exam-pattern recognition

The value-delivery loop: define, deliver, measure, re-judge

Stage of value deliveryDefine valueDeliver valueMeasure valueRe-judge value
Guiding questionWhat outcome counts as value, and to whom?How do we get the most value soonest?Are the promised benefits actually accruing?Does the value case still justify the spend?
Task 2.3 enabler2.3.a identify value components with stakeholders2.3.b prioritize by value and feedback; 2.3.c deliver incrementally; 2.3.f evaluate delivery options2.3.e verify a measurement system tracks benefits2.3.d examine business value throughout
Core techniquesBusiness case; value components including sustainabilityValue-first ordering, MoSCoW/Kano, MVP, increments, sprint reviewBenefit KPIs; benefit targets as acceptance criteriaPeriodic value review; ignore sunk cost
Failure if this stage is skippedPM substitutes a personal idea of valueBig-bang release, or low-value work firstSuccessful failure: constraints met, benefits unmeasuredA dead project marched to completion on sunk cost

Decision tree

Value defined with stakeholders?Define value from the business caseHighest-value work sequenced first?Re-prioritize by value (MoSCoW/Kano)Delivering value incrementally?Ship increments / MVP; get feedbackMeasurement system tracks benefit KPIs?Put benefit metrics in success criteriaRemaining value still justifies cost?Stop the project; ignore sunk costContinue; re-examine valueat each reviewNoYesNoYesNoYesNoYesNoYes
Cheat sheet

Cheat sheet

  • The business case is the documented source of a project's value
  • Value components are identified with key stakeholders, not assumed
  • Work is ordered to deliver the highest value earliest
  • Priorities are re-ordered as stakeholder feedback shifts value
  • MoSCoW ranks musts before shoulds; Kano separates basics from delighters
  • Incremental delivery lets benefits be realized before project end
  • A minimum viable product validates value with the least investment
  • The sprint review inspects the increment with stakeholders; the retrospective inspects the process
  • A measurement system must exist to track benefits, not just outputs
  • Measurable benefit targets belong in the success and acceptance criteria
  • Business value is re-examined throughout and can justify stopping
  • Delivery options are evaluated for how well they demonstrate value
  • Value can include sustainability and other non-financial outcomes
  • Sunk costs never justify continuing — decide on remaining value

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References

  1. The value proposition Blog
  2. PMP Examination Content Outline (2026)
  3. Critical Success Factors: Professional Requirements Management Blog
  4. Make Kano analysis part of your new products requirements Blog
  5. Design Thinking to Improve Your Agile Process Blog
  6. How Do You Decide Which Project Delivery Approach to Take? Blog
  7. The 2020 Scrum Guide Whitepaper
  8. Beyond project success: Benefits realization opportunities and challenges Blog
  9. Ten Guidelines for Successful Benefits Realization Blog
  10. The sunk-cost dilemma Blog
  11. Early termination of failing projects Blog