Part of the fun of working at a place like Clear Measure is it’s investment in it’s people and the industry space that we work in. We are actively creating a calendar which all sorts of good visualizations around patterns, practices, and other often missed ideals of engineering and customer service. I was tinkering with a visualization of what “delivering value” might look like and came up with this concept.
A business person takes their town car in for a tune up. They are told by the shop that the tune up will be $1000 and convince the customer of various needs. The customer comes back to pick up their car and on top of the tune up find that a massive lift and 30” tires have been added to their luxury vehicle.
It is amazing to me how often this happens to software customers. A customer asks for a button that performs a task. In getting that business value they also get a bunch of other bells and whistles that were “perceived needs” by the development team. This usually degrades the delivered value either immediately or in the future from a supportability perspective.
If you think they need it – tell the customer. Get their buy off. Sell it to them and ensure that they know what they are getting into. If you can’t sell it – they probably don’t need it!
What he added to the product: