A client wants to know how best to calculate their software capitalization. They had a “standard” approach when they used waterfall. They no longer have all waterfall projects. They’ve started to use agile approaches. And, the projects don’t all look the same. Being somewhere in the middle means they’re having trouble reasoning about capitalization. Why […]
I listened to The Ultimate Metric: Identifying the Right Problems to Solve. The guest, Janelle Klein, said: Technical debt is not a loan I thought that was brilliant. She went on to explain that when we talk about “debt” managers think they have dials to manage the debt. Uh oh. Wrong. When managers think in
I suggested ways to think about more agile budgeting in part 1. I didn’t tell you why. How do you budget your own money and time? If you’re like me, you have a plan for the year. I evaluate the plan—my products, services, and clients—on a regular basis. I always evaluate monthly. Sometimes, I evaluate
The more I work with project portfolio teams and program managers, the more I understand one thing: Cost accounting makes little sense in the small for agile, maybe for all knowledge work. I should say that I often see cost accounting in the form of activity-based accounting. Each function contributes to some of the cost