App Dev Pros Have Been Using Metrics For The Wrong Reason: Control. It's Time To Use Metrics To Validate And Improve Delivery!

Diego Lo Giudice

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:

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"Patton-ed" Lessons In Execution And How They Apply To Sales Enablement

Scott Santucci

The line from Shakespeare, "What's past is prologue" has always resonated with me. History does have a funny way of repeating itself and people who can learn from what’s happened before have an advantage over those that don’t. As we celebrate Memorial Day here in the States, I thought I’d use the time to share some useful insights about one of America’s most successful generals and how they relate to sales enablement professionals today.

General George Patton’s unparalleled ability to execute in WWII sometimes gets overshadowed by his colorful (and stupid) public relations. Because of his quick strike abilities, the Axis leaders feared him more than any other Allied general. What made him truly unique, and someone still studied in military academies throughout the world today, was his formula for success. Patton had a voracious appetite for history and believed that humanity already had a master inventory of all of the strategies and tactics for winning a battle. All one had to do was apply that knowledge to a given situation. His success can be summed up by his ability to model, map, and match.

He was able to model the various elements of a particular battle (from tactics, troop movements, level of aggression of his opponent, terrain, initiative, strengths, weather patterns, etc.) to recognize patterns from an engagement of antiquity. Having identified patterns, he was able to associate (or map) the actions of the victorious general to his situation, giving him a powerful competitive advantage -- the trial-and-error wisdom of thousands of successful and failed tactics and strategies of the other generals of the ages. Armed with the best advisor (the collective wisdom of centuries of peers), Patton was able to rapidly and effectively match winning tactics from the past to his specific circumstances.

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