The question is, how do you budget for Agile implementation, if at all? Please refer to the model built by PM Power Consulting mapping Stakeholder outcomes to Agile enablers here. Can you use this model to budget for Agile implementation? If so, how? Can you think of an approach to this?
We saw in the blog how Agile implementation ensured the success of organisational outcomes. We saw that where outcomes and outcome indicators are seen performing below par, that the reason for that is the sub-par realisation of the enablers associated with them and the corrective approach suggested is to go to the associated enablers and implement the actions required to strengthen those enablers.
This also means that a full implementation of all the enablers will be the necessary and sufficient condition for an organisation starting afresh on their Agile implementation. This is important for this budgeting model since the model is based on the efforts required to implement the enablers.
Let us assume that all perception gaps have been removed, and the output of the assessment engine is a converged opinion of all the stakeholders. This means that the scores for each of the enablers thrown out by the assessment is a true function of the status of the implementation of that enabler.
There are 83 enablers, and working out the individual effort for each of these enablers would be quite cumbersome and not very effective. This is where the enabler categories can come in.
There are eleven enabler categories. An approach to effort estimation could be looking at the average score of each enabler category and assessing the remaining work to be done to make the implementation of that enabler category ‘perfect’ (a score of 10).
Of course a lot of work is required to be done to gather data to calibrate this model.