The Accidental CIO A Lean and Agile Playbook for IT Leaders by Scott Millett

Author:Scott Millett
Format: epub

Figure 7.49: There is a responsibility at each layer of the organisation to form a consensus on the right path to achieve goals.

Performance: Monitoring Value

When it comes to reviewing and monitoring the performance of in-flight investments, we should ask ourselves two principal questions:

Is the work meeting the value as defined by the measurements?

Should we continue to invest in this work or pivot to a new opportunity?

But how do we monitor value for in-flight projects given that we can have projects at two ends of a spectrum, namely value driven and plan driven? The answer, as you will find in all the areas of our operating model, is to apply the appropriate method based on context. For teams working on complex problems, also known as value driven, you need to review progress against outcome targets on a regular basis and approve funds in a rolling manner. Teams need to have a rough plan before starting and some ideas and operational actions of how they will attack the problem. Then it is a case of measuring value delivered. On the other end of the spectrum is governance for projects in simpler and more obvious contexts, or plan driven, that may require COTS software or adherence to new legislation. This could involve large investments and people commitments for enterprise software integration and configuration. This is to say that these projects can't be achieved in an iterative manner. It's more that there are known unknowns and there is a definitive boundary to scope.

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