Agile Balanced Scorecard - Does it exist ?

It is indeed a difficult question to answer!  The "Agile" Balanced Scorecard may or may not exist today (the literature published is pretty scant on this), but if you are looking for developing this scorecard or modifying your existing Balanced Scorecard for your organization, then you may want to watch my video below in the Agile India Kerala 2013 conference titled - Balanced Scorecard for the Agile Enterprise
Watch the Video here

3 Simple steps to build your Continuous Delivery Dashboard

Continuous Delivery is gaining traction now, but it is never easy to get funding :-|| But using Lean Value Stream Maps you can now showcase tangible efficiency gains by following these 3 simple steps to build your Continuous Delivery dashboard.

In uncertain times, people always struggle with executive funding for resources (infrastructure asset purchases and/or dedicated people). This is where I have borrowed the Lean Value Stream maps (VSM) to showcase visible dashboards focused on process efficiency gains, resulting in hard $$$ savings, and help win executives approval, for funding the various activities under the Continuous Delivery initiatives.

Here is a basic definition for Continuous Delivery, which is a set of practices and  principles aimed at, building, testing and releasing software faster and more frequently. The practices would typically include configuration management, continuous integration, automated testing, deployment automation, build pipelines and an agile team delivering frequent releases.

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Is your Agile dashboard == Business dashboard?

Agile dashboards include Burn down charts (product\release\iteration), team velocity charts, backlog items (product\iteration) = Agile denominators

Business dashboards have managers measuring the schedule, resources, quality.. ; CXO's measuring the ROI\ ROCE\... ; and the business analysts have the Quick Ratios \ quarterly stock price\ EPS expectations to ponder = Business (Economic) denominators

But do we measure and communicate the relationship between the agile denominators and the economic denominators? Can you say that if my project agile denominators are high (low), my organization economic denominators are high (low)?

Or is the agile denominator dashboard only for the masses (teams executing projects) and the 'sacred' economic denominator dashboard for the management?

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