Evidence Based Management (EBM)
What is Evidence-Based Management?
Over the past two decades, most organizations have significantly increased the value gained from software through the adoption of the Scrum framework and Agile principles. The introduction of Evidence-Based Management (EBMgt) practices promises to deliver even further gain.
But, how can you as an IT leader make the biggest impact on your organization? You manage investments based on ROI and value. You know that frequent inspection of results will limit the risk of disruption. You influence the organization to create a culture that allows it to take advantage of opportunities before your competitors do. By following EBMgt practices, you can put the right measures in place to invest in the right places, make smarter decisions and reduce risk.
Evidence-Based Change is a framework within which people can manage the complex organizational change required to improve organizational outcomes, while controlling risk and optimizing their investment. It is defined in the Agility Guide and uses an iterative and incremental approach to enable successful steps of change.
By applying the agile principles and values that have helped thousands of organizations innovate within software development the Agility Guide provides a road-map for how organizations may increase the value derived from their software development.
Why Evidence-Based Management?
Software has become an integral part of most people’s lives, and companies who've never considered themselves to be players in the tech market are competing on their software capabilities. For benefits such as better alignment of IT and business stakeholders, increased predictability and lowered risk, Scrum and other agile methods of software development have become the de facto standard for most organizations.
But its adoption is neither complete nor as effective as it could be with agile practices being forced into organizations that are neither adaptive nor Agile in nature. Being able to turn these benefits into a competitive advantage for the organization will only be possible when changing the organizations that agile IT operates in. This means that champions of this change will need to address behavior, mindset and culture along with process or tactics.
Communicate your development organization's effectiveness and resulting business success.
Diagnose your capabilities, discover strengths you can build on, and expose areas for needed improvement.
Use the evidence to drive a journey of continuous improvement and process innovation. Be your organization’s guide in building lasting change.