It still amazes me how, after all the time and effort spent trying to figure out how to manage and execute technology projects, that some fundamental issues still remain. The foremost of these is: did we achieve the business value (when and for how much we said we would). Waterfall wasn’t great at this, Agile got better, now it’s on to DevOps. The problem is that most of us can provide examples where each of these approaches has failed and, even when they haven’t failed, there were still challenges with what the project produced for the business.
In my experience, very few IT projects articulate the measurable business value – or outcomes – that they will produce when completed. If you review project charters (from actual projects, not from text-book examples), you’ll often see that there is only implied business value that is sought to be measured. A typical example: “Improve access to organizational data.” I think there’s value there, but how can I measure the value that it will bring to the business?
But what if there were a way to change how IT practitioners view projects, and what if, simultaneously you had a way to increase your value proposition to the business and be more successful at execution irrespective of whether you use Agile or DevOps or your super secret project approach?
There is. Enter Accountable Care for IT
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