About DCG Software Value

We provide numerous materials about ourselves and how we can help our clients. But, sometimes it's best to hear it straight from the top.

This video, from our CEO Mike Harris, explains, in his own words, who DCG Software Value is and why we're in this business.

If you have questions or comments, please feel free to reach out to Mike directly at m.harris@softwarevalue.com. Of course, if you're looking for more information about the company, you can download our Corporate Profile or check out the About page of our website.


Written by Default at 05:00
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Who is DCG Software Value?

While we've changed our name, we're still the same company - just with a clearer mission and vision for the future. So, we've decided that now is a good time to talk about who we are here at DCG (and why we exist).

The Short Answer

DCG Software Value is a global provider of software analytics, software quality management and Agile support services.

The Long Answer

Since opening our doors in 1994, we have earned and maintained a reputation in the industry for our ability to help companies achieve their IT-related goals – and for our knowledge of how to do so quickly and effectively.

Our mission is to help IT and the business collectively visualize and discuss the value of software development. This leads to better decision making and resource management, ultimately improving a company’s bottom line. Via quantifiable changes in software development, we position IT organizations for high quality, on-time and on-budget delivery of software through all phases of the development lifecycle.

How We Can Help You

Yes, we provide software analytics, software quality management and Agile support services, but what does that mean exactly? Well, our tagline is "Measure. Optimize. Deliver.," which is also an easy way to explain what we can do for you.

  • Our Software Analytics services measure your development process and deliverables to provide you with the insight you need to identify areas of improvement and track your progress over time.
  • Our Software Quality Management services optimize your software quality through the use of proven models and advanced code and testing practices that are tailored for your organization.
  • Our Agile support services have been developed as a result of years of experience in working with clients across industries on Agile-related initiatives. We can help with initiatives to start or improve current Agile or Scaled Agile Framework® (SAFe®) implementations. In short, we help you to effectively and efficiently deliver your software.

What Sets Us Apart?

We've been in this business for more than 20 years, and as a result we have years of proven experience, ready-to-use templates/artifacts and a ability to adapt to an ever-changing marketplace.

We follow an Agile consulting model, allowing for an engagement’s focus to change as necessary. We also believe in Centers of Excellence, fully packaged and successfully tested solutions to address common software issues that plague organizations. We implement them using our Build, Operate, Transfer (BOT) implementation model. We build the CoE framework, and then we operate the CoE until an organization is ready to make the transition to run the established CoE.

Ultimately, we believe that software is a major contributor to the success of the business, and we want to see our clients succeed. We'll do what it takes to help you achieve your goals.

Questions? Leave a comment!


Written by Default at 05:00

Overoptimism in Mergers and Acquisitions

Harrison ZipkinAccording to Dan Lovallo and Daniel Kahneman’s article in Harvard Business Review, “Delusions of Success: How Optimism Undermines Executives’ Decisions,” most large capital investment projects do not live up to expectations; rather, they typically come in late and over budget. In fact, “Approximately three-quarters of mergers and acquisitions never pay off – the acquiring firm’s shareholders lose more than the acquired firm’s shareholders gain. And efforts to enter new markets fare no better; the vast majority end up being abandoned within a few years.”

How can we explain why more than 75 percent of M&A transactions never pay off? There are two likely reasons. First, today’s global economy depends on software. The prospect of capital losses or unplanned expenditures in a targeted asset, due to their software, has become more relevant to deal pricing, structure and performance. Anyone who has experienced the rigors of software project cost or schedule overruns, integration management problems or source code failure has dealt with the subsequent damage to the value of an asset.

Both the balance sheet and the P&L statements are affected by a target company’s dependence on custom software. If custom software is the embodiment of the target company’s unique business model and value, then there is real risk if the software does not support the financial statements, or is unduly expensive to maintain as an expense item.

In short, software needs to be a key consideration in any M&A transaction; if it’s ignored, the consequences are steep.

The second reason for failure? Overoptimism. As the article states, “Studies that compare the actual outcomes of capital investment projects, mergers and acquisitions, and market entries with managers’ original expectations for those ventures show a strong tendency toward overoptimism.”

This overoptimism is too often unjustified. “Many M&A decisions may be the result of hubris, as the executives evaluating an acquisition candidate come to believe that, with proper planning and superior management skills, they could make it more valuable. Research on postmerger performance suggests that, on average, they are mistaken.”

So what’s the answer? The first step is recognizing the valuable role that software plays in an M&A transaction. The second step is understanding if, and how, any software should be integrated into a new parent company’s software asset portfolio, which can be the difference between substantial capital losses and financial health.

This is where we can help, providing a quantitative and qualitative profile of the potential software risks and benefits you're facing. can include:

  • A profile of how the target organization relies on its technology.
  • An assessment of the risk involved in transitioning the target organization's software.
  • A profile of the return-on-investment for the acquired software, with an eye on the future.
  • An analysis of how to integrate the acquired software into the current environment.

Avoid the majority and set your M&A up for success. We can help you to avoid the mistakes of your peers and to assure the value of your transaction.

Read the article: Delusions of Success: How Optimism Undermines Executives’ Decisions

Harrison Zipkin
Director, VC-M&A

Written by Harrison Zipkin at 05:00
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Top Blog Posts of 2015

Every December we like to share our top blog posts from the past year. This year we thought, "Why wait until December?" Of course, we encourage you to follow the pack and see why these posts are so popular! They cover the range of our areas of focus (Agile, function points, TMMi, estimation and more!), so there's a little something for everyone! Without further adieu, here are the top 5 blog posts (the ones that have the most views this year) from January through June of 2015:

1. Estimating Software Maintenance - Learn more about a unique and proven approach for estimating maintenance and support activities using a new type of "sizing" model.

2. Agile Transformation of the Organization - The key to successfully implementing enterprise Agile is to implement strategic change. Learn how!

3. How to Manage Vendor Performance - Learn how you can use Function Point Analysis to measure your vendor's performance.

4. Scaling Agile Testing Using the TMMi - The Test Maturity Model integration (TMMi) is a framework for effective testing in an Agile environment. Learn how to put it to use.

5. Exploratory Testing and Technical Debt - Exploratory testing (ET) is a type of manual testing. Learn more about the type of technical debt it creates.

Be sure to check back in December to see how that list compares to this one!

Written by Default at 05:00

Common Pitfalls of Analytics

Mike Harris 2014The Baseline article, “11 Common Pitfalls of Analytics,” is an important one. The premise for the article is that if the analytics you’re tracking aren’t having a meaningful impact on your organizational strategy, then you’re running into some common issues – and you should remedy them.

The article lists the 11 common pitfalls of analytics, as well as how to avoid them. I’ll go over them briefly here, and you can read the article yourself if you’re interested in more!

  1. Not knowing how to measure success. Goal-driven metrics are key!
  2. Lacking a data-driven decision culture. You must be able to change your course based on the data.
  3. Lacking an executive sponsor. At least one major influencer needs to support your data efforts!
  4. Asking the wrong questions. Insight is only valuable if you’re gathering the right information.
  5. Trying to measure everything. Focus on what matters and leave the rest.
  6. Not prioritizing. Rank your metrics according to which will deliver the most value to the business.
  7. Not embedding analytics with business. The analytics team and the business must partner for optimum impact.
  8. Reacting rather than transforming. The team must be proactive in setting a course for change.
  9. Shutting out stakeholders. Stakeholder input is necessary to prevent surprises later on!
  10. Not customizing a presentation. Only present what will matter to the group that you are speaking to – acceptance will follow!
  11. Viewing analytics as magic. Analytics, like most things, have their limits. Understand that in order to achieve maximum potential.

At DCG we firmly believe in the power of analytics. From code analytics to software metrics and estimation, we can help you implement an analytics program that will impact your business, streamline your vendor processes and deliver value.

Read the article here.

Mike Harris
DCG President

Written by Michael D. Harris at 05:00
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