CFO’s are interested in software capitalization. Yet, when finance and portfolio management are unfamiliar with agile software capitalization practices, they impede the adoption of lean-agile ways of working. This presents a huge dilemma because lean-agile practices are proven to improve organizational performance.
My hypothesis is: if the finance and portfolio teams become familiar with both the science of lean-agile practices and the methods of software capitalization, then they will understand the importance of Limiting Work in Process (WIP) to improve organizational performance. Limiting WIP now becomes a key objective for both improving software development and key business outcomes.