@article {25405,
	title = {Agile Uncertainty Assessment for Benefit Points and Story Points},
	journal = {IEEE Software},
	volume = {36},
	year = {2019},
	month = {10/2018 },
	pages = {50--62},
	publisher = {IEEE Computer Society},
	abstract = {Estimates are inherently uncertain, and it{\textquoteright}s fair to expect that business value estimates are even more so. By making this uncertainty explicit, you can manage and monitor your agile project according to upper and lower margins of uncertainty. The trick is to instantiate benefit points and story points with values reflecting various scenarios.},
	author = {Jo Erskine {Hannay} and Hans Christian {Benestad} and Strand, Kjetil}
}
@article {25406,
	title = {Benefit and Cost Periodized {\textendash} Stretching Your Points},
	journal = {IEEE Software},
	year = {2017},
	publisher = {IEEE Computer Society},
	abstract = {When you estimate lifecycle cost and benefit of your software product, your stakeholders should be assured not only that you{\textquoteright}lldeliver value but should also be informed when that value is expected to manifest itself. To do this you{\textquoteright}ll need tools to layout your estimates in time, so that you can plan and monitor your project{\textquoteright}s investments and returns. After reading this, you{\textquoteright}ll beable to take your points-based estimates for both cost and benefit (story points and benefit points) and distribute them out in timeaccording to the best of your project{\textquoteright}s knowledge. You{\textquoteright}ll also be able to project cost and return according to most likely, bad caseand good case uncertainty assessments.},
	author = {Jo Erskine {Hannay} and Hans Christian {Benestad} and Strand, Kjetil}
}
@article {24652,
	title = {Benefit Points {\textendash} The Best Part of the Story},
	journal = {IEEE Software},
	volume = {34},
	year = {2017},
	pages = { 73 - 85},
	publisher = {IEEE Computer Society},
	abstract = {\&quot;Value for customer\&quot; is the mantra in agile management and development. The product owner is involved along the way, and backlogs are prioritized, with the best of intents to maximize business value early and to eliminate waste. Yet, in many IT development projects bewilderment remains as to how exactly value for customer should be expressed in process decisions and in the delivered system. And projects continue to implement functionality which turns out to be off the mark or is never used. The reason, we say, is that there isn\&rsquo;t sufficient methodological support to determine and to monitor value for customer. Nor is there sufficient methodological support to link business value decisions to the mechanics of the development project.},
	author = {Jo Erskine {Hannay} and Hans Christian {Benestad} and Strand, Kjetil}
}
@article {24653,
	title = {Earned Business Value Management {\textendash} See that You Deliver Value to Your Customer {\textendash}},
	journal = {IEEE Software},
	volume = {34},
	year = {2017},
	pages = {58 - 70},
	publisher = {IEEE Computer Society},
	abstract = {The order in which you send your backlog items into construction determines when stakeholders will be able to reap benefit from\&nbsp;what functionality. This can have substantial impact on market timing, enterprise earnings and project manager survivor rate.\&nbsp;There are several ways to order a backlog, and sophisticated methods and tools exist to do so\&mdash;for example, in release planning.\&nbsp;But the important point we\&rsquo;ll make here, is that no matter what scheme for backlog ordering you choose to use, you ought to be\&nbsp;explicit on the order in which you realize potential business value. To this end, we\&rsquo;ll present methods to express business value\&nbsp;relative to cost in your backlog and methods to monitor how much potential business value you\&rsquo;re realizing along the way\&mdash;in\&nbsp;addition to cost expended.},
	author = {Jo Erskine {Hannay} and Hans Christian {Benestad} and Strand, Kjetil}
}
