‘Evidence-Based Management’ for software organizations promotes evidence-based decision-making in the managerial domain to create a more sustainable business through improved services in turbulent markets and businesses.
Scrum.org, which has Scrum as its DNA and empiricism as guiding principle, provides guidance for ‘Evidence-Based Management’ for software organizations.
I have encountered many in the Agile community who love Scrum but seem to hate on the practice of Scrum of Scrums. Others describe their Scrum of Scrums as an overarching meeting of Scrum Masters, or as a meeting for a Product Owner team.
In my experience, however, a Scrum of Scrums is a great way to scale the principle of the Daily Scrum, with the purpose of re-planning development work. If done properly, it's a great practice that implements Scrum’s core principle of bottom-up knowledge creation.
The aim to deliver valuable software is a great, core principle of the agile movement. The difficulty however is that ‘value’ in itself is hardly quantifiable. Yet, I do believe it is imperative to think in terms of value in software development and therefore overcome some fluffiness attached to ‘value’. If we don’t find actionable ways to deal with ‘value’ it might remain meaningless; another buzz word, another way of getting people to think it’s time to move on to the next hype. It is not only difficult to quantify value, it is not even necessary, maybe even undesirable. It is better to measure whether we are delivering value (effectively).
For many years we were tricked into believing that software development can be considered a success if we meet 3 criteria: deliver (1) all promised requirements (2) within the planned time (3) for the allocated budget. It is reflected in the famous iron triangle of software development.
That in turn tricked us into believing that, in order to be successful, we had to exhaustively analyze, detail and describe all requirements upfront, and get formal approval and sign off over them before the actual programming can be done. The underlying motivation is to secure the first element of what we were told defines success, the ‘requirements’. Continue Reading...
Every year, organizations spend 4-10% of their revenues on their IT organizations. Value is expected in return for these expenditures.
Here, value is defined as the financial benefit that an organization receives for expenditures. When measured, value can encompass an entire organization, or be constrained, such as to a single division or product line. Regardless, it must encompass those areas affected by the expenditure.
Value will be a point in time measurement comprised of:
An organization can change value through:
We focus on the latter. Continue reading...