Applying this type of “business currency” to requirements ensure that we can focus on the highest value requirements early in the delivery cycle With the option of deliverying them into production and hence release their value early in the cycle, which can only be good for the customer
The next stage is then to sort the requirements into relative risk, so that we can understand which could have the highest ( or worst ) impact on our project and therefore should be addressed early enough to ensure we can mitigate the risk without endangering the whole projects.
This starts to give us a split of requirements into 4 sections, as shown in the above diagram. High Risk/High Value, High Risk/Low Value, Low Risk/High Value and Low Risk/Low Value.
It thus makes sense to address the High Risk/High Value items first as the potential impact is the highest, but also the amount of value each could release is also the highest. We then address all the Low Risk/High Value items next, and pick up any Low Risk/Low Value items if we have capacity.
At all times we try and avoid High Risk/Low Value items as they have the potential for a large impact, for caparatively little value release