At C-suite level, software delivery is often referred to as the last remaining ‘black box’ in an organization. It is the domain of the CTO – a large and strategically critical resource, which is little understood by other senior leaders. Money goes in, clever people work their magic and software is delivered (sometimes on time).
At a time when ‘productivity’ is a key theme in every Board room, stakeholders’ lack of understanding is compounded, as most Board-level reporting consists of ‘progress reports’ on key deliverables, which in no way answer the questions: ‘Are we delivering as efficiently as possible?’ And ‘are we maximizing our ROI on our software delivery initiatives’?
