Chapter 12
Driving Outcomes with Outputs
“We know the past but cannot control it. We control the future but cannot know it.”
—Claude Shannon
In Chapter 11, we explored what value means. Customer value is something nebulous and multifaceted, which you can potentially capture as business value, which you can then express in numbers: money. Previous chapters described the characteristics of good Sprint Goals, but we still didn’t answer a crucial question: How do you set the right Sprint Goals that are connected to the delivery of value?
How do you set Sprint Goals that make a difference for your customer and allow you to capture that difference as business value? How can you validate that features you’ve delivered are resulting in the delivery ...
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