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1© 1993-2014 Scrum.org, All Rights Reserved
Evidence-based Management
(EBMgt™) for Software Organizations
Ken Schwaber
Gunther Verheyen
Eva Bitteker
Measure. Diagnose. Improve.
2© 1993-2014 Scrum.org, All Rights Reserved
MIN
Consider 5
• How is success defined in your organization?
• What drives investments?
• How agile are you?
3© 1993-2014 Scrum.org, All Rights Reserved
Evidence-Based Management (EBMgt™)
• Roots in the medical practice.
• The application of direct, objective evidence* by managers
to make decisions.
• For software development, EBMgt is employed to maximize
the value of software to the entire organization.
A Matter of Managerial Culture
Evidence, broadly construed, is anything presented in support of an assertion:
• Direct Evidence is the strongest type of evidence. It provides direct proof of the
validity of the assertion.
• Circumstantial evidence is the weakest type of evidence. It is merely consistent with
the assertion, but doesn’t rule out contradictory assertions.
*Source: Wikipedia
4© 1993-2014 Scrum.org, All Rights Reserved
Direct Evidence of an Organization’s Value
5© 1993-2014 Scrum.org, All Rights Reserved
Direct Evidence of Value measured by Outcomes
Current Value Ability to InnovateTime to Market
Release
Frequency
Release
Stabilization
Cycle Time
Installed
Version Index
Usage Index
Innovation Rate
Defects
Revenue per
Employee
Employee
Satisfaction
Customer
Satisfaction
Product Cost
Ratio
6© 1993-2014 Scrum.org, All Rights Reserved
• Evidence of the effectiveness
of teams and practices is
circumstantial evidence.
• Diagnosing organizational
patterns helps analyzing
direct evidence.
Circumstantial Evidence Is Supportive, Not Direct
7© 1993-2014 Scrum.org, All Rights Reserved
Relating value to organizational patterns
Informs priorityMeasure
Diagnose
Improve
Influences Outcomes
More at http://evidencebasedmanagement.org
Direct
Evidence
Circumstantial
Evidence
8© 1993-2014 Scrum.org, All Rights Reserved
9© 1993-2014 Scrum.org, All Rights Reserved
EBMgt measures the
value of the
organization.
10© 1993-2014 Scrum.org, All Rights Reserved
EBMgt diagnoses
likely contributors,
and discovers
capabilities
you can build on.
11© 1993-2014 Scrum.org, All Rights Reserved
EBMgt helps you
improve by
using evidence as
a driver of change
12© 1993-2014 Scrum.org, All Rights Reserved
Software supports evidence-
based management through
• Capture of evidence
• Visualizing patterns and trends
in data
• Aiding in discovery of
improvements
Learn more at
http://ebmgt.org
Applying Agility Path software to Evidence-based Management

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Evidence-based Management with Agility Path

  • 1. 1© 1993-2014 Scrum.org, All Rights Reserved Evidence-based Management (EBMgt™) for Software Organizations Ken Schwaber Gunther Verheyen Eva Bitteker Measure. Diagnose. Improve.
  • 2. 2© 1993-2014 Scrum.org, All Rights Reserved MIN Consider 5 • How is success defined in your organization? • What drives investments? • How agile are you?
  • 3. 3© 1993-2014 Scrum.org, All Rights Reserved Evidence-Based Management (EBMgt™) • Roots in the medical practice. • The application of direct, objective evidence* by managers to make decisions. • For software development, EBMgt is employed to maximize the value of software to the entire organization. A Matter of Managerial Culture Evidence, broadly construed, is anything presented in support of an assertion: • Direct Evidence is the strongest type of evidence. It provides direct proof of the validity of the assertion. • Circumstantial evidence is the weakest type of evidence. It is merely consistent with the assertion, but doesn’t rule out contradictory assertions. *Source: Wikipedia
  • 4. 4© 1993-2014 Scrum.org, All Rights Reserved Direct Evidence of an Organization’s Value
  • 5. 5© 1993-2014 Scrum.org, All Rights Reserved Direct Evidence of Value measured by Outcomes Current Value Ability to InnovateTime to Market Release Frequency Release Stabilization Cycle Time Installed Version Index Usage Index Innovation Rate Defects Revenue per Employee Employee Satisfaction Customer Satisfaction Product Cost Ratio
  • 6. 6© 1993-2014 Scrum.org, All Rights Reserved • Evidence of the effectiveness of teams and practices is circumstantial evidence. • Diagnosing organizational patterns helps analyzing direct evidence. Circumstantial Evidence Is Supportive, Not Direct
  • 7. 7© 1993-2014 Scrum.org, All Rights Reserved Relating value to organizational patterns Informs priorityMeasure Diagnose Improve Influences Outcomes More at http://evidencebasedmanagement.org Direct Evidence Circumstantial Evidence
  • 8. 8© 1993-2014 Scrum.org, All Rights Reserved
  • 9. 9© 1993-2014 Scrum.org, All Rights Reserved EBMgt measures the value of the organization.
  • 10. 10© 1993-2014 Scrum.org, All Rights Reserved EBMgt diagnoses likely contributors, and discovers capabilities you can build on.
  • 11. 11© 1993-2014 Scrum.org, All Rights Reserved EBMgt helps you improve by using evidence as a driver of change
  • 12. 12© 1993-2014 Scrum.org, All Rights Reserved Software supports evidence- based management through • Capture of evidence • Visualizing patterns and trends in data • Aiding in discovery of improvements Learn more at http://ebmgt.org Applying Agility Path software to Evidence-based Management

Notas del editor

  1. Often triple constraint – scope, time, budget vs. value/outcomes
  2. Adapting organizational practices should ultimately have a positive impact on the outcome, reflected in the metrics.