Many organizations want to gain a competitive advantage by improving the value they derive from software development. They desire to take advantage of opportunities, respond effectively and deliberately to challenges, all while controlling risk and optimizing the return on investment. These organizations often turn to Agile processes such as Scrum, and embrace initiatives to become “Lean.”

The initiatives to improve organizational value often represent a substantial investment. Scrum.org has developed an Evidence-Based Change Framework that allows an organization to manage and optimize the outcome and the value of this investment. An enterprise uses this framework to progressively increase its agility, the value of its products and the workplace for its people. Evidence-Based Change provides a framework to guide a progressive organizational transformation, with processes, metrics and tools. Management employs it to iteratively invest in change. Management measures the resultant return on its investment and selects the next changes to implement.

The Evidence-Based Change Framework is targeted at organizations deriving competitive advantage from developing software. The software may be part of products sold in the marketplace, or may be part of new, more agile internal operations. It employs the Scrum principles and rules as the iterative engine of continuous improvement.

This presentation will outline the Evidence-Based Change framework developed by Ken Schwaber and Scrum.org. We will discuss its roles, events, artifacts, and the rules that bind them together.