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Abc Contract Metrics (Atkinson) 10.10.12

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Effective contract metrics for delivering business value

Effective contract metrics for delivering business value


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  • 1. EFFECTIVE CONTRACT METRICSFOR DELIVERING BUSINESS VALUE Agile Business Conference 10-11 October 2012 Susan Atkinson EVOLVE EVOLVE contracts contracts
  • 2. A CONTRACT THAT REFLECTS AGILE? EVOLVE contracts
  • 3. YOU GET WHAT YOU MEASURE“Perhaps what you measure is what you get.More likely, what you measure is all you get.What you don’t (or can’t) measure is lost.” H Thomas Johnson (2006) EVOLVE contracts
  • 4. CONTRACTS DRIVE BEHAVIOUR EVOLVE contracts
  • 5. THE TRADITIONAL CONTRACT FOR SOFTWARE DEVELOPMENT• Output-Based Requirements• Activity-based metrics based on sequential development• Change control mechanismNOTE:The charging model is secondarySo are IP ownership, data protection, liability, indemnities etc. EVOLVE contracts
  • 6. MAJOR INFLUENCES BEHIND THE TRADITIONAL CONTRACTSir Isaac Frederick Newton Taylor 1875-19661642-1727 1863-1947 1856-1915 The Industrial Revolution 1750-1850 EVOLVE contracts
  • 7. THE IMPACT OF THE TRADITIONAL CONTRACT • Increases the risk of failure:  Delivery risk  Business value risk  Existing business model failure risk • Leads to the design of suboptimal software • Leads to a poor return on investment EVOLVE contracts
  • 8. THE TRADITIONAL CONTRACT FOR SOFTWARE DEVELOPMENT• Output-Based Requirements• Activity-based metrics based on sequential development• Change control mechanism EVOLVE contracts
  • 9. SO WHAT IS THE COMMERCIAL MODEL? ….. EVOLVE contracts
  • 10. START WITH WHY EVOLVE contracts
  • 11. THE COMPLEXITY THEORY The Stacey Matrix Supplemented by the Cynefin framework EVOLVE contracts
  • 12. MANAGEMENT FOR THE DIFFERENT CONTEXTS SIMPLE COMPLICATED COMPLEX ‘Known Knowns’ ‘Known Unknowns’ ‘Unknown Unknowns’ Stable environment Stable environment Unpredictability and flux Clear relationship between Clear relationship between No/little relationship between cause and effect cause and effect cause and effect BUT not everyone can see it Understand only in retrospectRight answer is self-evident and Multiple right answers No right answers undisputed BUT not everyone can see it ‘Sense, Categorise, Respond’ ‘Sense, Analyse, Respond’ ‘Probe, sense, respond’ Consult the experts ‘Experimental’ mode of management ‘Command and Control” Trade-off between right answer and making a decision Allow patterns to emerge and select the best ones
  • 13. THE BUSINESS ADVOCATES OF COMPLEXITY THEORY
  • 14. THE COMPLEXITY THEORY Software Development EVOLVE contracts
  • 15. SOFTWARE DEVELOPMENT IS COMPLEX • The customer discovers what it wants • The supplier learns what to build • Many things change along the way:  Internal changes – customer’s perception  External factors – market, regulations, end user expectations EVOLVE contracts
  • 16. WHAT IS EXPERIMENTAL MANAGEMENT? • Hypothesis • Target outcome • Boundaries • Fast feedback • Minimum viable product (MVP) EVOLVE contracts
  • 17. SIMPLE RULES“Simple, clear purpose and principles give rise to complex and intelligent behavior.Complex rules and regulations give rise to simple and stupid behavior.” Dee Hock, CEO Emeritus VISA International EVOLVE contracts
  • 18. HOW TO MEASURE ANYTHING “Measurement is a quantitatively expressed reduction of uncertainty based on one or more observations.” Douglas Hubbard, 2010 “It is better to be approximately right than precisely wrong.” Warren Buffett EVOLVE contracts
  • 19. THE EVOLVE CONTRACT - STRUCTURE• Results-focused - agnostic to methodology• Focuses on the goal and the constraints• Modular structure for incremental development  Sequencing of work  Ability to take into account changes and learning in subsequent work• No upfront design EVOLVE contracts
  • 20. THE EVOLVE CONTRACT – METRICS• Framework with various options for each SOW• Different metrics can be called off into each SOW to suit the circumstances:  Output and targets model – each SOW for an MVP  Throughput and targets model – each SOW for a specified number of story points / function points  Targets model – each SOW for an MVP• “[The MVP] is the fastest way to get through the Build- Measure-Learn feedback loop with the minimum amount of effort” (‘The Lean Startup’ by Eric Ries)• Variety of charging mechanisms EVOLVE contracts
  • 21. THE IMPACT OF THE EVOLVE CONTRACT• Reduces the risk of failure:  Delivery risk – transparency of the process, prioritisation, reduces exposure to change  Business value risk – focus on targets of the customer  Existing business model failure risk – no ‘big bang’ roll out• Increases the likelihood of optimal design  Design and development are not artificially divorced  Regular feedback from the customer• Increases the likelihood of a good ROI:  Less waste  Increased productivity EVOLVE contracts
  • 22. CONCLUSION “Natural selection may explain the survival of the fittest, but it cannot explain the arrival of the fittest” Hugo deVries, 1905• New contract model for complex contexts required  Management styles need to change  Different commercial models are required EVOLVE contracts
  • 23. THANK YOU Susan Atkinson EVOLVE contracts 166 Chiltern Court Baker Street London NW1 5SW Tel: +44 7843 284 543Email: satkinson@evolvecontracts.com EVOLVE contracts