Within the modern applications era, regardless of whether new software applications are being developed and delivered for mobile, tablets, or the Web, the truly successful app-dev leaders will be those who focus on delivering constant value and incremental improvement to their business. That is a totally different perspective from “I need to keep control of my team’s productivity to make sure that we stick to our estimated costs, scope, and project dates.” Of course, the interest in cost is never going away, but app-dev leaders today have a great chance to enhance their conversation with executives and business stakeholders and add value to the conversation.
However, as the recent research I just published, Agile Metrics That Matter, proves, while some of the most advanced Agile teams do use new progress, quality, efficiency, and value/benefits metrics (these to a lesser degree), some software development industry luminaries have worked and are working on new methods to measure value in software development. But it’s still early days!
I’d like to summarize here some good old practices on establishing metrics that count together with some of the new findings of the research:
Recently, I discussed complexity with a banker working on measuring and managing complexity in a North American bank. His approach is very interesting: He found a way to operationalize complexity measurement and thus to provide concrete data to manage it. While I’m not in a position to disclose any more details, we also talked about the nature of complexity. In absence of any other definition of complexity, I offered a draft definition which I have assembled over time based on a number of “official” definitions. Complexity is the condition of: