Scribd
Upload
90 views17 pages

Evidence-Based Management

This document discusses key aspects of evidence-based management. It introduces four key value areas - current value, time-to-market, ability to innovate, and unrealized value. For each value area, it provides questions to consider and proposes key value measures. Some example measures included are revenue per employee, customer satisfaction, build and integration frequency, on product index, and customer satisfaction gap. The document emphasizes measuring results and using data to make continuous improvements.

Uploaded by

Shruthi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
90 views17 pages

Evidence-Based Management

This document discusses key aspects of evidence-based management. It introduces four key value areas - current value, time-to-market, ability to innovate, and unrealized value. For each value area, it provides questions to consider and proposes key value measures. Some example measures included are revenue per employee, customer satisfaction, build and integration frequency, on product index, and customer satisfaction gap. The document emphasizes measuring results and using data to make continuous improvements.

Uploaded by

Shruthi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 17

Evidence-based management

EBM Guide Overview


More output is not more value!
Evidence-based management

Measuring results and making


improvements
Key Value Areas

• Current Value (CV)

• Time-to-Market (T2M)

• Ability to Innovate (A2I)

• Unrealized Value (UV)


CURRENT VALUE

The Current Value KVA represents


the VALUE delivered right NOW

OUTCOME > output


QUESTIONS TO ASK

Users Employees Sponsors Stakeholders


Current Value (CV)

Key Value Measures


DEFINE
KVMs

Empirical data
VALUE

TIME NOW
KVMs for Current Value
Revenue per employee = Revenue/ # of employees

Customer Satisfaction

Customer Usage Index

Feature B
Feature A
500 functions
Organizational Capability

TIME TO MARKET

DELIVERY SPEED
QUESTIONS TO ASK

How FAST can we deliver VALUE?

How FAST can we LEARN from experiments?

RELEASE AS OFTEN AS POSSIBLE


VALUE

GENERATES

Even a small release is valuable and generates


feedback
KVM for Time to Market :Build and Integration frequency

How often the team can build, test and integrate their work

2-3 hours
1 month
Compare
ABILITY TO
INNOVATE

E=mc2
INNOVATION
QUESTIONS TO ASK

Are we Innovating and


delivering new VALUE

What is preventing
Innovation

QUALITY
OUTDATED STANDARDS
TECHNICAL DEBT
ARCHITECTURE
KVMs for Ability to Innovate

On Product Index

Working on Product Other Activities

Defects

We want to DECREASE the


Defect Trend number of defects over
time

Time
Unrealized
Value(UV)

The Unrealized Value KVA


represents the POTENTIAL
VALUE that the product has.
HIGH HIGH

UV CV

LOW LOW
CV UV

High Market Potential Typical “cash cow” new


investments don’t get a
good ROI
KVMs for Unrealized Value :Customer satisfaction gap

Expectation

satisfaction gap

Reality
THANK YOU

You might also like