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Evidence-Based Management™ (EBM)

Evidence-Based Management (EBM) is a framework developed by Ken Schwaber and Scrum.org to help organizations measure and enhance the value derived from product delivery. It emphasizes the importance of frequent inspection of results to reduce risks and improve decision-making, focusing on four key value areas: Current Value, Unrealized Value, Ability to Innovate, and Time to Market. EBM encourages a culture of continuous improvement and agile practices to optimize value delivery and maintain a competitive advantage.

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71 views5 pages

Evidence-Based Management™ (EBM)

Evidence-Based Management (EBM) is a framework developed by Ken Schwaber and Scrum.org to help organizations measure and enhance the value derived from product delivery. It emphasizes the importance of frequent inspection of results to reduce risks and improve decision-making, focusing on four key value areas: Current Value, Unrealized Value, Ability to Innovate, and Time to Market. EBM encourages a culture of continuous improvement and agile practices to optimize value delivery and maintain a competitive advantage.

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1/31/24, 6:12 PM Evidence-Based Management™ (EBM) | Scrum.

org

Evidence-Based
Management™ (EBM)
Measuring value to enable improvement and agility

Home Resource Search


Evidence-Based Management™ (EBM)

What is Evidence-Based
Management?
Evidence-Based Management is a framework organizations can
use to help them measure, manage, and increase the value
they derive from their product delivery. EBM focuses on
improving outcomes, reducing risks, and optimizing
investments. It is developed and sustained by Ken Schwaber
and Scrum.org. Find more EBM resources

Why Evidence-Based Management?


Agile organizations know that frequent inspection of results
limits risk and improves the ability to deliver value. Their
leaders manage investments based on ROI and value. At the
same time, they work to influence the organization to create an
adaptive culture that allows it to take advantage of
opportunities before their competitors do.

Evidence-Based Management helps organizations put their right


measures in place to invest in the right places, make smarter
decisions and reduce risk using an iterative and incremental
approach. This empirical method alongside the agile principles
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organization.

The Evidence-Based Management


Guide
Evidence-Based Management was created by
Ken Schwaber, co-creator of Scrum, and was
released by Scrum.org, along with a body of
knowledge, the Evidence-Based Management
Guide, in 2015 and updated in 2018 as well as
2020. Listen to a podcast discussing the
changes here.

Start by looking at Value


Organizations invest in agile processes, tools, training, and
coaching, but how much are they getting back? Has product
delivery improved? How much happier are customers? Are
employees satisfied and enabled? Traditional metrics might give
you insight into improvements of operational efficiency but the
more important conversation is about improving your ability to
create value for your customers and stakeholders.

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will vary by
organization and all 4 areas of Service
contribute to an organization’s

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ability to deliver business value. KVA goals and example


measures for each area are further defined in the EBM Guide.

Current Value - Measures value delivered to customer or


user today
Unrealized Value - Measures value that could be realized
by meeting all potential needs of the customer or user
Ability to Innovate - Measures the ability to deliver a new
capability that might better serve a customer or user need
Time to Market - Measures the ability to quickly deliver
new capability, service, or product

Understand your capabilities to


determine next steps for
improvement
Embracing agile ways of working, such as iterative
development, continuous integration, and test-driven
development are only the first steps of an organization’s ability
to deliver high quality software to its customers. Optimizing
value delivery requires integrating the work of multiple Scrum
Teams and ensuring that the entire organization can absorb the
frequent product innovations coming from those teams.

The key to understanding results and measures is in the ability


to inspect and adapt based off that information. Examining the
4 Key Value Areas in EBM will help shine a light on an
organization’s capabilities and product delivery practices. It
drives the ability to make informed and evidence-based
decisions for organizational learning and continuous
improvement. Creating a culture of continuous improvement
puts organizations on the path to competitive advantage.

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Professional Agile Leadership -


Evidence-Based Management
Training
In this course, participants learn what EBM is and how to apply
it through hands-on, activity-based learning. Through a series
of exercises participants learn techniques that support a more
agile mindset:

Use empiricism to set and achieve strategic goals,


managing the unknown and complexity through
experimentation and by adapting goals along the way
Create a cultural environment using clear goals,
appropriate measures and trust to enable self-management
and autonomy
Shift the conversation away from measuring progress
purely through team performance metrics, toward a focus
on customer-centricity and improving customer outcomes
Drive operational improvements by using four Key Value
Areas (Unrealized Value, Current Value, Time to Market,
and the Ability to Innovate) as lenses for evidence-based
decision-making

Learn more about EBM Training

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