Guided By Business Value
In the dynamic landscape of the business world, Information Technology (IT) has emerged as a driving force behind organizational success. The strategic integration of IT into a true partnership with the business has become a pivotal factor in enhancing efficiency, innovation, and overall competitiveness.
Or so we would all like to think. In reality, much of IT is still viewed as a cost center staffed by order takers. Email, computers, and the CRM. Implement this system, this interface, or that technology.
As illustrated by several articles in The DevOps Enterprise Journal (Fall 2023) too often, IT programs are being measured by the wrong metrics. We talk about our progress in the wrong terms (features/stories completed, reduced defect rates, velocity(gag), …). To truly be a partner, IT needs to make sure the language used when talking about effort is in business terms.
Idea Harbor strongly supports the use of DORA style metrics to demonstrate the ability of IT to deliver "stuff" that is “stable”. Tracking things like Cycle Time are indicators of problems in the machinery, but they do not tell you if that machine is making the right widgets. To understand the value we need to measure things like revenue, costs, customer retention/satisfaction, ...
IT is often asked, “How much to do x?”. This leads to countless meetings and conversations to estimate a complex task with limited information. The result is a SWAG estimate that is generally couched in terms that would make it favorable to fund the program.
When a project is initiated, everyone involved needs to make sure they understand the answer to the ultimate question. Why? Why are we undertaking this effort? What is the value to the organization? Even when the question is asked, are we really getting the correct answer? As anyone who is familiar with the 5 Why’s technique knows, sometimes you have to keep asking the question to get the real answer. Without the agreement between sponsors regarding this question, no program is worth starting.
It isn’t enough to only ask the question once. Once the goal is agreed, it is the target that grounds progress. Remain vigilant to make sure the programs are still heading in the right direction. Even though the business value is often a lagging metric, a key mechanism for keeping the goal front and center is to make sure it is referenced at the start of every program report and demonstration.
This is where we are going. Here is where we are. This is why this is important. Context is key.
That is why at Idea Harbor, every progress report and every demonstration starts with reminding the audience of the outcomes being achieved and why they are important to the business. We don’t dive into code reviews or feature demonstrations without setting the context.
Contact us and let’s explore how we can drive value for your business.