In the majority of organizations today, it would seem that those most involved in a project (of any kind) would be the ones that care the most about its value. In the case of software development initiatives, the development teams and development managers are entrenched in the day-to-day. However, they are so focused on meeting deadlines, remaining within budget and maximizing utilization, software value is often not even on their radar. Yes, they should care about it, but the other factors tend to shift their priorities.
So, if they aren’t focusing on software value, who is? Should it be the CIO’s responsibility? Should the heads of the business units who are driving the requirements for projects be overseeing them to ensure maximum flow of the software’s value? In a perfect world, it should be both IT management and the business units working together to determine the business value of the software, develop goals, communicate those goals, and to measure against those goals to maximize value throughout the development effort.
It doesn’t stop with IT and the business units. Executives, and, yes, even the board, should care about maximizing software asset value and the flow of software value. If the software asset pool is not continually enhanced with new software, its value will decrease. If any aspect of an organization is declining in value, the upper echelon should care!
If the business value of software is realized and communicated from the top down in an organization to those who can impact the flow of the software value on a daily basis, more educated tactical decisions can be made to maximize the value. Therefore, everyone can play an important part and should care about the business value of software.
What do you think? Should software value be on the minds of the IT team, business units, as well as the c-level?
DCG President & CEO