From Output to Outcomes: The Power of Purpose-Driven Sprint Planning

The simple addition of ‘Why?’ to Sprint Planning can transform your Agile team from task-focused to impact-driven.

Feb 22, 2025

Imagine a world where your team not only knows what they’re building and how they’re building it but also understands why they’re building it. This isn’t just a philosophical musing, it’s the reality of modern Agile practices. The 2020 revision of the Scrum Guide added a simple yet profound question for the Sprint Planning ritual, “Why is this Sprint valuable?”, and helped shift from a task-oriented mindset to one that prioritizes business outcomes and customer value.

This seemingly small change has the potential to alter how teams approach Sprint Planning, align with organizationsl goals, and deliver meaningful results. Let’s dive into how this evolution is now being supported by the Agile Product Operating Model and Evidence-Based Management (EBM) aimed at transforming the way businesses operate.

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The Three Questions That Changed Everything

For years, Sprint Planning revolved around two questions: What are we going to do, and How are we going to do it? While these questions are essential, they often left teams laser-focused on outputs rather than outcomes. The revision to the 2020 Scrum Guide introduced a third question: Why is this Sprint valuable? This forces teams to think beyond the mechanics of delivery and consider the broader impact of their work.

Lets take this planning event upside down, shall we?

3) How will the chosen work get done?

At the end of the Sprint Planning session, the Scrum team breaks down the work into actionable tasks, identify potential roadblocks, and plan its approach.

2) What can be done this Sprint?

Once the Sprint Goal is clear, the Scrum team selects Product Backlog Items (PBIs) that align with it. This step ensures that the work chosen directly contributes to the desired outcome.

1) Why is this Sprint valuable?

This opening query encourages teams to define a clear Sprint Goal that aligns with business objectives.

But how can the team ensure that every Sprint delivers tangible value, not just completed tasks? Well they can take the help of the Product Owner, and deliberate together. For example:

Instead of merely committing to “build a new playlist feature,” focus on “increase user engagement by 10% through personalized playlists.”
Instead of simply committing to “add a new recommendation algorithm,” a team might focus on “increase viewer retention by 15% through improved content recommendations.”
An Agile team at an EV manufacturing firm might ask, “How will this Sprint advance our mission of accelerating the world’s transition to sustainable energy?” and might set a Sprint Goal like “improve battery efficiency by 5% to extend vehicle range.”

By starting with “why,” teams anchor their efforts in purpose, ensuring that every Sprint moves the needle on business goals. As Simon Sinek famously said, “People don’t buy what you do; they buy why you do it.” The same principle applies to Agile teams. Understanding the “why” fosters alignment, motivation, and focus.

The Agile Product Operating Model: From Projects to Products

The emphasis on “why” dovetails perfectly with the Agile Product Operating Model, which shifts organizations from a project mindset to a product mindset.

Projects are often defined by milestones and deadlines, but products are defined by value delivery. Airbnd, for example, transitioned from viewing its platform as a series of features (projects) to a holistic product focused on delivering unique customer experiences. By adopting a product mindset, Airbnb streamlined operations, expanded its offerings, and enhanced user satisfaction.

Key elements of the Agile Product Operating Model include:

Business and Technology Roadmaps: Aligning product development with broader business strategies and technological evolution.
Operational Stability: Ensuring service levels are transparent and reliable.
Governance and Flow: Managing change effectively while maintaining focus on value.
Total Cost of Value: Balancing investment with the value delivered to customers.

This model ensures that every decision, from Sprint Planning to product launches, is grounded in delivering customer value. It’s not about ticking boxes; it’s about creating impact.

Evidence-Based Management: Making Data-Driven Decisions

To support this shift, organizations are increasingly adopting Evidence-Based Management (EBM). EBM focuses on using data and experimentation to drive decisions, ensuring that teams prioritize outcomes over outputs. For instance, Zara, the fast-fashion giant, leverages data analytics to optimize inventory and reduce design cycles to just two weeks. By focusing on metrics like inventory turnover and customer preferences, Zara delivers products that resonate with its audience.

Toyota’s A3 problem-solving technique exemplifies EBM in action. By using data to identify root causes and develop solutions, Toyota ensures that decisions are grounded in evidence, not assumptions. This approach has made Toyota a leader in operational efficiency and continuous improvement.

Metrics That Matter

Peter Drucker famously said (or perhaps didn’t), “What gets measured gets managed.” Modern Agile practitioners are therefore placing greater emphasis on metrics like Net Promoter Score (NPS), Cycle Time, and Lead Time. These metrics provide concrete insights into customer satisfaction and operational efficiency.

While metrics are crucial, Agile rituals like Sprint Planning, Daily Stand-ups, and Retrospectives remain vital. They provide structure, foster collaboration, and create opportunities for reflection and adaptation. The key is to strike a balance by using metrics to guide decisions while maintaining the human elements that make Agile teams effective.

The 2020 Scrum Guide’s addition of the “why” question has fundamentally changed how teams approach Sprint Planning. By focusing on value, aligning with the Agile Product Operating Model, and leveraging Evidence-Based Management, organizations can deliver outcomes that truly matter. Whether it’s Airbnb’s customer-centric approach, Zara’s data-driven innovation, or Toyota’s problem-solving rigor, the principles of modern Agile are reshaping industries.

So, the next time your team gathers for Sprint Planning, don’t just ask what and how. Start with why. Because when you understand the purpose behind your work, the results will speak for themselves. And who knows? You and your team might just build something extraordinary.