Software engineering leaders today are tasked with innovating, building and delivering new digital products and experiences to drive business results, but proving the value of their teams’ activities can be tough in the increasingly complex business environment full of disruption, change and diverse stakeholder voices (board, CIO, business unit leaders, employees, investors, government, society, etc.).
Too often, “value” itself is poorly or abstractly defined, though software engineering teams need to continuously assess the value that their engineering efforts are delivering, and determine opportunities and approaches that will generate greater value. To do that, they must understand:
Why they are being asked to build something
Whether what they deliver produces the expected business outcomes
How they can maximize the value of solutions they deliver and be active participants in identifying and generating high-value opportunities