In most agile teams, the focus on delivering projects has continued to distance them from what’s important – delivering value to their customers.
All too often we’ve been measuring activity and cost, not outcomes and value. And it’s important to understand that an organisation that plans for growth outcomes (without binding a team to a specific output) can fundamentally adapt to a changing market. By creating clearly defined, non-conflicting, outcomes and common working principles senior management can delegate the “how” to their teams, while retaining ownership of the “what” and “why”.
This interactive presentation will help participants define the real outcomes and associated measures for their work and teams. Participants will come to understand that outcomes can be complex, interdependent and occasionally conflicting. Therefore we will create 3 elements;
1. the profile of the outcome,
2. the relationship between outcomes, and
3. the principles that align work across all outcomes
Without binding a team to a specific output, an organisation that understands, and plans for, growth outcomes can fundamentally adapt to a changing market. Governance controls come in the form of common working principles and clearly defined, non-conflicting, outcomes. In this way, senior management can delegate the ‘how’ to their teams, while retaining ownership of the ‘why’.