Impact Mapping: Making a big impact with software products and projects by Gojko Adzic

Author:Gojko Adzic [Adzic, Gojko]
Language: eng
Format: azw3
Publisher: Provoking Thoughts
Published: 2012-10-01T04:00:00+00:00

Further reading:

Lean Startup [Ries11]

Adapt [Harford11]

Iterative delivery

The environment in which we deliver IT products and projects changes too frequently for detailed long-term plans and upfront design. Iterative delivery models accept this as a reality, and allow us to integrate learning into ongoing work and improve solutions during delivery. Iterative delivery became mainstream during the last decade, especially through the use of agile methods. As an industry, we got a lot better at integrating feedback to improve technical delivery, but we still have a long way to go in order to improve business decision-making based on delivery feedback.

A recent report published by Forrester Research argues that most organisations apply agile ideas only to development, leaving business outside the loop and losing out on big benefits. Many organisations adopt a process that Dave West called Water-Scrum-Fall, with a huge business decision-making part up front, an iterative technical delivery part in the middle, and a long business approval process at the end. West's conclusion that “most firms do requirements and planning before forming a Scrum team” paints a bleak picture of agile adoption. Impact maps can help solve this problem as they make business and technical experts clarify business objectives, focus on achieving impacts and think about software scope ideas as assumptions that could be proven right or wrong.

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