What’s It Worth? Why Defining Value in Use Case Evaluation

When exploring the potential of digital innovation, it’s easy to get swept up in ideas and data. But even the most technically sound use case can stall if it doesn’t deliver something meaningful. That’s why Step 3 in Agathe Daae-Qvale’s Nine Steps of Use Case Evaluation is Value—and it might be the most make-or-break moment in the entire process.

“Value is always part perception, part proof,” Daae-Qvale writes in Digitized Product Management. “Without a solid value hypothesis, the use case becomes a technical exercise—not a business one.”

The Two Sides of Value (in use case evaluation)

According to Daae-Qvale, value can be defined in multiple ways—but it must always be defined. Teams need to distinguish between perceived value (what stakeholders expect to gain) and measurable value (what the use case can actually deliver).

It’s also important to recognize that value may differ depending on the stakeholder. A product manager might value time savings. A CFO might look for cost reduction. A team lead might want smoother workflows. Failing to clarify what value means—to whom—can result in mismatched expectations and lukewarm results.

“The more clearly you define value, the easier it becomes to validate, communicate, and eventually scale the use case,” Daae-Qvale explains.

Real-World Example: Fleet Tracking for Municipal Services

Imagine a city government evaluating GPS fleet tracking for garbage collection vehicles. At first glance, the value seems obvious—more efficient routes, reduced fuel use, better reporting.

But unless the team aligns on what kind of value they’re prioritizing—cost savings, faster service, fewer missed pickups—they may build a system that pleases no one. If the solution lowers fuel costs but does nothing to address missed routes, it may be seen as a failure by residents or operations managers.

Clarifying value early on—ideally with both quantitative metrics and qualitative feedback—helps ensure the use case doesn’t veer off-course.

Validating Before Scaling

Daae-Qvale also stresses that value should be validated before scaling. That means testing with real users, collecting feedback, and checking assumptions against reality. A promising prototype may seem valuable—but until it solves a real business or human need, it hasn’t earned its place in the roadmap.

Value Is the North Star

Ultimately, value isn’t just a checkpoint—it’s the compass. It guides which data to prioritize, which KPIs to measure, and how to frame the use case to stakeholders. When teams skip this step or make vague assumptions, they risk building something that technically works—but lands flat in the real world.

“In digital product management, the value must be clear enough to justify development—and human enough to inspire action,” Daae-Qvale writes.

What Comes Next?

Step 3 is where vision meets viability. But it’s only one part of a framework designed to move teams from scattered ideas to targeted impact.

In Digitized Product Management, Agathe Daae-Qvale walks readers through all nine steps of use case evaluation—from identifying the right problem to validating results that matter.

Ready to bring clarity, confidence, and true business value to your next digital project?

Explore the full framework inside Digitized Product Management and rethink how you define success—step by step.