{"id":5639,"date":"2017-05-18T00:01:26","date_gmt":"2017-05-18T04:01:26","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=5639"},"modified":"2026-04-21T13:22:48","modified_gmt":"2026-04-21T17:22:48","slug":"evidence-based","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/evidence-based\/","title":{"rendered":"Evidence-based Meeting Design Improves the Agility of Your Group"},"content":{"rendered":"<h2>The <em>Economist<\/em> reports that \u201cSome apartment building owners now require tenants to provide a DNA sample of their dog so that unscooped poop can be penalized.\u201d Alex Pentland of the Massachusetts Institute of Technology has invented a \u201csociometric\u201d badge that measures tone of voice and propensity to talk or listen.<\/h2>\n<p><span style=\"font-size: 14pt;\">The current trend towards evidence-based decision-making devalues opinions alone. In fact, an evidence-based meeting design becomes optimal.<\/span><\/p>\n<h3>What is an Evidence-Based Management?<\/h3>\n<div id=\"attachment_4824\" style=\"width: 454px\" class=\"wp-caption alignright\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-4824\" class=\"wp-image-4824 size-full\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/10\/Evidence-based-Management.png\" alt=\"Evidence-based Management for Decision-making\" width=\"444\" height=\"300\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/10\/Evidence-based-Management.png 444w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/10\/Evidence-based-Management-300x203.png 300w\" sizes=\"(max-width: 444px) 100vw, 444px\" \/><p id=\"caption-attachment-4824\" class=\"wp-caption-text\"><strong><span style=\"font-size: 14pt;\">Evidence-Based Management and Meeting Design<\/span><\/strong><\/p><\/div>\n<p><span style=\"font-size: 14pt;\">Evidence-based is a term taken from the field of medicine in the 1990s. Its principles extend across education, public policy, social work, and most recently, management. Because an evidence-based practice supports making decisions through \u00a0the explicit use of the best available facts, it demands:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\"><strong>Asking<\/strong>: turning an issue or problem into an answerable question<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Acquiring<\/strong>: looking for and getting the evidence<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Appraising<\/strong>: judging the trustworthiness of the evidence<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Aggregating<\/strong>: assembling the evidence<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Applying<\/strong>: building the evidence into the decision-making process<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Assessing<\/strong>: evaluating the outcome of the decision taken<\/span><\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 14pt;\">According to the Center for Evidence-Based Management (CEBMa):<\/span><\/p>\n<blockquote><p><span style=\"font-size: 14pt;\">Our mission is to promote, develop and teach evidence-based practice to enhance the profession of management. We provide support and resources to managers, teachers, and others interested in evidence-based management.<\/span><\/p><\/blockquote>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 14pt;\">Research published by the Harvard Business Review discovered that:<\/span><\/p>\n<blockquote><p><span style=\"font-size: 14pt;\"><em>Evidence-based management is conducted best not by know-it-alls but by managers who profoundly value how much they do not know.<\/em><\/span><\/p><\/blockquote>\n<h4><\/h4>\n<h4><span style=\"font-size: 14pt;\">What better role to lead with the support of an evidence-based meeting design than a facilitator?<\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">The Harvard writers conclude:<\/span><\/p>\n<blockquote><p><span style=\"font-size: 14pt;\">If taken seriously, evidence-based management can change how every manager thinks and acts. It represents a way of seeing the world and thinking about the craft of management. It proceeds from the premise that using better, deeper logic and employing facts, to the extent possible, permits leaders to do their jobs better. Facing the hard facts and truth about what works and what doesn\u2019t, understanding the scary half-truths that constitute so much conventional wisdom about management, and denying the total nonsense that too often passes for sound advice will help groups perform better.<\/span><\/p><\/blockquote>\n<h4><\/h4>\n<h4><span style=\"font-size: 14pt;\">From an Agile perspective . . .<\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">. . . while Scrum builds itself around an empirical practice, Michael Bod\u00e9 suggests the following:<\/span><\/p>\n<blockquote><p><span style=\"font-size: 14pt;\">\u201cEBP (Evidence Based Practice) gives a framework for the higher level decision making process than is implied with Scrum. Though there is certainly a stress on using empirical data, Scrum fails to clearly guide the practitioners in the decision making process. If we translate an evidence-based practice into <a href=\"https:\/\/mgrush.com\/blog\/program-management\/\" target=\"_blank\" rel=\"noopener noreferrer\">project management<\/a>, we create the following:<\/span><\/p><\/blockquote>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\"><strong>Asking<\/strong>: What will the minimum viable product (MVP) look like such that it produces value?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Acquiring<\/strong>: What are the PBIs that will reach the goal of the MVP and produce value?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Appraising<\/strong>: What is the level of complexity of PBIs and their applicability to accomplishing the business value (acceptance criteria)?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Aggregating<\/strong>: What different categorizations and business values do individual and aggregate PBIs produce?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Applying<\/strong>: What PBIs should we plan for sprints and releases based on the priority and business value?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Assessing<\/strong>: What shift in PBIs do we need to execute based on current progress and other factors?\u201d<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">While opinions and feelings always slip into discussions, without much challenge, best-of-breed facilitators become aware of the challenge of facts and evidence while discounting vague assertions. We remain convinced that the intuitional mind appeals to a higher sense of reason than the purely rational.\u00a0<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">Want to increase the quality of your deliverables? Increase the amount of challenge and demand for more evidence-based proof, as the most complex decision-makers do. In God We Trust, but everyone else brings evidence.<\/span><\/p>\n<h3><span style=\"font-family: Helvetica;\">Our alumni understand that leading and facilitating is simpler and easier than coming up with an optimal meeting design. Therefore, consider Scrum\u2019s Evidence-Based Management for Software Organizations (<span style=\"font-size: 14pt;\">EBMgt\u2122<\/span>)<span style=\"color: #800080;\">[1]<\/span> which measures value to help improve your organizational agility. <\/span><\/h3>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">The EBMgt or Scrum&#8217;s Evidence-based approach enables service groups to make <a href=\"https:\/\/mgrush.com\/blog\/decision-quality\/\" target=\"_blank\" rel=\"noopener noreferrer\">rational<\/a>, fact-based decisions, taking conversations from preferences and opinions to logic and insight. Above all, details and a modified meeting design have been based on the \u201c<em>Evidence-based Management Guide: Empirical Management for Software Organizations<\/em>\u201d written by <a href=\"http:\/\/kenschwaber.wordpress.com\/\" target=\"_blank\" rel=\"noopener noreferrer\">Ken Schwaber<\/a>, <a href=\"http:\/\/www.scrum.org\/team\/patricia-kong\" target=\"_blank\" rel=\"noopener noreferrer\">Patricia Kong<\/a>, and <a href=\"http:\/\/www.scrum.org\/user\/70\" target=\"_blank\" rel=\"noopener noreferrer\">David Starr<\/a>.<\/span><\/p>\n<h4><span style=\"font-family: Helvetica; font-size: 14pt;\"><strong>Because Service Groups Struggle to Prove their Value<\/strong><\/span><\/h4>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">Within service groups, so much effort is focused on features and functions that benefits get overlooked. For example, monitoring the efficacy of the software does NOT provide evidence of a group value-add, rather . . .<\/span><\/p>\n<h4><span style=\"font-family: Helvetica; font-size: 14pt;\"><strong>Outcomes Provide Evidence of Value and Ways to Improve<\/strong><\/span><\/h4>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">The Current Value of any organization must be supported by evidence of its ability to meet market demand with timely delivery (Time-to-Market) while being able to sustain delivery over time (Ability to Innovate.) \u00a0Therefore, Scrum&#8217;s evidence-based approach encourages groups to focus on the following Key Value Areas (KVA) categories:<\/span><\/p>\n<ol>\n<li><span style=\"font-family: Helvetica; font-size: 14pt;\">Current Value<\/span><\/li>\n<li><span style=\"font-family: Helvetica; font-size: 14pt;\">Time-to-Market<\/span><\/li>\n<li><span style=\"font-family: Helvetica; font-size: 14pt;\">Ability to Innovate<\/span><\/li>\n<\/ol>\n<ul>\n<li>\n<h5><span style=\"font-family: Helvetica; font-size: 14pt;\">Current Value<\/span><\/h5>\n<\/li>\n<\/ul>\n<p style=\"padding-left: 40px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em>Current Value<\/em> reveals the organization\u2019s actual value in the marketplace but has no relevance to an organization\u2019s ability to sustain value in the future.<\/span><\/p>\n<ul>\n<li>\n<h5><span style=\"font-family: Helvetica; font-size: 14pt;\">Time-to-Market<\/span><\/h5>\n<\/li>\n<\/ul>\n<p style=\"padding-left: 40px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em>Time-to-market<\/em> evaluates the organization\u2019s efficacy at delivering new features, functions, services, and products. Hence, without actively managing <em>Time-to-Market<\/em>, the ability to sustain delivering value in the future remains uncertain.<\/span><\/p>\n<ul>\n<li>\n<h5><span style=\"font-family: Helvetica; font-size: 14pt;\">Ability to Innovate<\/span><\/h5>\n<\/li>\n<\/ul>\n<p style=\"padding-left: 40px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">The <em>Ability to Innovate<\/em> helps avoid software that is overloaded by low-value features. Consequently, as low-value features accumulate, more of the budget and time is consumed maintaining the product, not increasing the capacity to innovate.<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong><span style=\"font-family: Helvetica;\">What to Measure<\/span><\/strong><\/span><\/h4>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">Within the KVAs, EBMgt recommends eleven Key Value Measures (KVMs). Additionally, each should stand on its own and remain <a href=\"https:\/\/mgrush.com\/blog\/meeting-transition\/\" target=\"_blank\" rel=\"noopener noreferrer\">clear<\/a> and <a href=\"https:\/\/mgrush.com\/blog\/facilitation-best-practices\/\" target=\"_blank\" rel=\"noopener noreferrer\">transparent<\/a>.<\/span><\/p>\n<h5><span style=\"font-family: Helvetica; font-size: 14pt;\">KVA: Current Value<\/span><\/h5>\n<table style=\"width: 781px;\">\n<tbody>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em><strong>KVM:<\/strong><\/em><\/span><\/td>\n<td style=\"width: 529.595581px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em><strong>Measuring:<\/strong><\/em><\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Budget or revenue per Employee<\/span><\/td>\n<td style=\"width: 529.595581px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Approved budget or gross revenue \/ #employees<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Product Cost Ratio<\/span><\/td>\n<td style=\"width: 529.595581px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">All expenses that develop, sustain, provide services, and administer the product or system.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Employee Satisfaction<\/span><\/td>\n<td style=\"width: 529.595581px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Because engaged employees are a major asset of any software group or organization.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Customer Satisfaction<\/span><\/td>\n<td style=\"width: 529.595581px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Sound management, solid software, and fulfilled stakeholders.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>&nbsp;<\/p>\n<h5><span style=\"font-family: Helvetica; font-size: 14pt;\">KVA: Time to Market<\/span><\/h5>\n<table style=\"width: 791px;\">\n<tbody>\n<tr>\n<td style=\"width: 234.558823px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em><strong>KVM:<\/strong><\/em><\/span><\/td>\n<td style=\"width: 539.466919px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em><strong>Measuring:<\/strong><\/em><\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.558823px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Release Frequency<\/span><\/td>\n<td style=\"width: 539.466919px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">The time needed to satisfy the customer with effective products and services.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.558823px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Release Stabilization<\/span><\/td>\n<td style=\"width: 539.466919px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Impact of poor development practices and underlying design and code base.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.558823px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Cycle Time<\/span><\/td>\n<td style=\"width: 539.466919px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">The time (including stabilization) to satisfy a key set of customers or to respond to a significant organizational request.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>&nbsp;<\/p>\n<h5><span style=\"font-family: Helvetica; font-size: 14pt;\">KVA: Ability to Innovate<\/span><\/h5>\n<table style=\"width: 793px;\">\n<tbody>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em><strong>KVM:<\/strong><\/em><\/span><\/td>\n<td style=\"width: 541.599243px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><em><strong>Measuring:<\/strong><\/em><\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Installed Version Index<\/span><\/td>\n<td style=\"width: 541.599243px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Because of the difficulty customers face adapting or changing to a new release.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Usage Index<\/span><\/td>\n<td style=\"width: 541.599243px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Determines a product that is burdensome and difficult to use and excess software that must be maintained even if rarely used.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Innovation Rate<\/span><\/td>\n<td style=\"width: 541.599243px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Growth of technical debt caused by poorly designed and developed software. Consequently, the trend of the budget percentage being consumed keeps old software alive.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 234.430145px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Defects<\/span><\/td>\n<td style=\"width: 541.599243px;\"><span style=\"font-family: Helvetica; font-size: 14pt;\">Additionally, measures increasingly poor-quality software that leads to greater resources.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>&nbsp;<\/p>\n<h3><strong><span style=\"font-family: Helvetica;\">How to Improve Empirically through EBMgt<\/span><\/strong><\/h3>\n<div id=\"attachment_5640\" style=\"width: 581px\" class=\"wp-caption aligncenter\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-5640\" class=\"wp-image-5640 size-full\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/EGMgt_4-Phases.png\" alt=\"Scrum\u2019s Evidence-based, Evidence-Based Methodology\" width=\"571\" height=\"547\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/EGMgt_4-Phases.png 571w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/EGMgt_4-Phases-300x287.png 300w\" sizes=\"(max-width: 571px) 100vw, 571px\" \/><p id=\"caption-attachment-5640\" class=\"wp-caption-text\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><strong>Scrum\u2019s Evidence-based Methodology<\/strong><\/span><\/p><\/div>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">Monitoring KVAs provides a great start toward managing with evidence, but not enough to change the way <a href=\"https:\/\/mgrush.com\/blog\/agile-vs-waterfall\/\" target=\"_blank\" rel=\"noopener noreferrer\">agility<\/a> is managed. The EBMgt approach recommends four phases that enable organizations to constantly learn and improve the value derived from software investments.<\/span><\/p>\n<ol>\n<li>\n<h4><span style=\"font-family: Helvetica; font-size: 14pt;\">Measure KVMs<\/span><\/h4>\n<\/li>\n<\/ol>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">First, build actual values for the KVMs. Now you have an initial view of organizational value. In the figure below, KVMs are displayed in a radar graph that helps visualize relative <a href=\"https:\/\/mgrush.com\/blog\/quantitative-swot\/\" target=\"_blank\" rel=\"noopener noreferrer\">strengths and weaknesses<\/a>. In the example, the group&#8217;s ability to bring new features, functions, and products to its customers is strong, but its costs and defects are high.<\/span><\/p>\n<p>&nbsp;<\/p>\n<div id=\"attachment_5641\" style=\"width: 1057px\" class=\"wp-caption aligncenter\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-5641\" class=\"wp-image-5641 size-full\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt.png\" alt=\"Innovation Rate\" width=\"1047\" height=\"828\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt.png 1047w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-300x237.png 300w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-768x607.png 768w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-1024x810.png 1024w\" sizes=\"(max-width: 1047px) 100vw, 1047px\" \/><p id=\"caption-attachment-5641\" class=\"wp-caption-text\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><strong>Baseline: Eleven Key Value Measures (KVMs)<\/strong><\/span><\/p><\/div>\n<ol start=\"2\">\n<li>\n<h4><span style=\"font-family: Helvetica; font-size: 14pt;\">Select KVAs to Improve<\/span><\/h4>\n<\/li>\n<\/ol>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">Thus, with a clear view of current organizational value and an understanding of the measures that reveal it, leaders can now make <a href=\"https:\/\/mgrush.com\/blog\/decision-types\/\" target=\"_blank\" rel=\"noopener noreferrer\">informed decisions<\/a> about which KVAs to change. Incremental changes performed in small learning loops are the most effective method for increasing an organization\u2019s overall agility.<\/span><\/p>\n<ol start=\"3\">\n<li>\n<h4><span style=\"font-family: Helvetica; font-size: 14pt;\">Conduct Practice Experiments to Improve Value<\/span><\/h4>\n<\/li>\n<\/ol>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">Next in sequence, practitioners select a single or small set of practices to use in an experiment. For example, a software group may want to increase quality to reduce the Defects of KVM. Therefore, an experiment might implement test-first practices in development teams. Making this change in a time-boxed experiment allows observation of the impact of these practices on overall organizational value.<\/span><\/p>\n<ol start=\"4\">\n<li>\n<h4><span style=\"font-family: Helvetica; font-size: 14pt;\">Consequently, Evaluate Results<\/span><\/h4>\n<\/li>\n<\/ol>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\">Finally, assess the results and impact of an experiment to monitor the trend of value over time. Because understanding the changes of the KVMs prepares the organization for its next learning loop. Consequently, organizations that track changes periodically across time learn from patterns that emerge. Therefore, you can interpret the final chart below:<\/span><\/p>\n<p><span style=\"font-family: Helvetica;\"><a href=\"#_ftnref1\" name=\"_ftn1\"><\/a><\/span><\/p>\n<div id=\"attachment_5642\" style=\"width: 1020px\" class=\"wp-caption aligncenter\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-5642\" class=\"wp-image-5642 size-full\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-1.png\" alt=\"Scrum\u2019s Evidence-based, Evidence-Based Methodology\" width=\"1010\" height=\"813\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-1.png 1010w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-1-300x241.png 300w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2017\/05\/Spider_DQ_EGMgt-1-768x618.png 768w\" sizes=\"(max-width: 1010px) 100vw, 1010px\" \/><p id=\"caption-attachment-5642\" class=\"wp-caption-text\"><span style=\"font-family: Helvetica; font-size: 14pt;\"><strong>Trends: Eleven Key Value Measures (KVMs)<\/strong><\/span><\/p><\/div>\n<p>&nbsp;<\/p>\n<p><span style=\"font-family: Helvetica; font-size: 14pt;\"><span style=\"color: #800080;\">[1]<\/span> \u00a92014 Scrum.Org. Offered for license under the Attribution Share-Alike license of Creative Commons, accessible at <a href=\"http:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/legalcode\" target=\"_blank\" rel=\"noopener noreferrer\">http:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/legalcode<\/a> and also described in summary form at <a href=\"http:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\" target=\"_blank\" rel=\"noopener noreferrer\">http:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/<\/a>.<\/span><\/p>\n<h3>Citations<\/h3>\n<p><span style=\"font-size: 14pt;\">Evidence-Based Management: The Basic Principles, Barends, Rousseau &amp; Briner, Center for Evidence-Based Management, 2014.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">Evidence-Based Management, Pfeffer and Sutton, Harvard Business Review, January 2006.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">Evidence-Based Process as Applied to Scrum and Facilitation, Michael Bod\u00e9, MS 2015<\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<p><span style=\"font-size: 14pt; color: #000000;\">Meetings must rise above the tiny opening of words and embrace the fullness of human insight\u2014through listening, visuals, stories, numbers, and symbols. The transformation begins not with tools, but in mindset. Leave your ego at the threshold, and step into the structures of meetings that get results.<\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"color: #000080;\"><strong><span style=\"font-size: 14pt;\">In a world where everyone can engage in decisions that affect them<\/span><\/strong><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<h3><span style=\"font-size: 14pt;\"><b>Lead the Change\u2014One Meeting at a Time<\/b><b><\/b><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\">Are you ready to transform how decisions are made, problems are solved, and alignment is built in your organization?<\/span><\/p>\n<p><span style=\"font-size: 14pt;\"><b>True meeting leadership goes beyond setting an agenda.<\/b> It requires a facilitator who can navigate complexity, balance voices, and drive toward outcomes with clarity and consensus. Our <a href=\"https:\/\/mgrush.com\/public-facilitation-training\/\"><b>Professional Meeting Leadership Workshop<\/b><\/a> and facilitation training equips you to do just that\u2014blending <b>human-centric methods<\/b> with <b>structured analytical tools<\/b> to foster rigor, inclusivity, and results that stick.<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\"><b><\/b><b>Practice live.<\/b><b><\/b><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><b><\/b><b>Get expert feedback.<\/b><b><\/b><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><b><\/b><b>Build confidence that lasts.<\/b><b><\/b><\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Whether your meetings suffer from unclear objectives, disengaged participants, or decision fatigue, this workshop will help you <b>identify the root causes<\/b>, <b>apply proven facilitation techniques<\/b>, and <b>emerge as the leader every team needs<\/b>.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\"><b>Take the first step today\u2014transform your meetings and magnify your impact.<\/b><b><\/b><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"font-size: 14pt;\">\ud83d\udc49 <a href=\"https:\/\/mgrush.com\/public-facilitation-training\/\"><b>Click here to reserve your seat now.<\/b><b><\/b><\/a><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"font-size: 14pt;\"><span style=\"font-size: 8pt;\"><i>#facilitationtraining #meetingdesign<\/i><\/span><i><\/i><\/span><\/p>\n<h3 style=\"text-align: center;\"><span style=\"font-size: 14pt;\"><b>Because every meeting should be a catalyst for change\u2014not just another calendar event.<\/b><\/span><b><\/b><\/h3>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<h4><span style=\"font-size: 14pt;\">With Bookmarks no longer a feature in WordPress, we provide the following for your benefit and reference.<\/span><\/h4>\n<ul>\n<li><span style=\"font-size: 14pt;\">20 Prioritization Techniques = <a href=\"https:\/\/foldingburritos.com\/product-prioritization-techniques\/\">https:\/\/foldingburritos.com\/product-prioritization-techniques\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Creativity Techniques = <a href=\"https:\/\/www.mycoted.com\/Category:Creativity_Techniques\">https:\/\/www.mycoted.com\/Category:Creativity_Techniques<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Facilitation Training Calendar = <a href=\"https:\/\/mgrush.com\/public-facilitation-training-calendar\/\">https:\/\/mgrush.com\/public-facilitation-training-calendar\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Liberating Structures = <a href=\"http:\/\/www.liberatingstructures.com\/ls-menu\">http:\/\/www.liberatingstructures.com\/ls-menu<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Management Methods = <a href=\"https:\/\/www.valuebasedmanagement.net\/\">https:\/\/www.valuebasedmanagement.net<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Newseum = https:\/\/www.freedomforum.org\/todaysfrontpages\/<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">People Search = <a href=\"https:\/\/pudding.cool\/2019\/05\/people-map\/\">https:\/\/pudding.cool\/2019\/05\/people-map\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Project Gutenberg = http:\/\/www.gutenberg.org\/wiki\/Main_Page<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Scrum Events Agendas = <a href=\"https:\/\/mgrush.com\/blog\/scrum-facilitation\/\">https:\/\/mgrush.com\/blog\/scrum-facilitation\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Speed test = <a href=\"https:\/\/www.speedtest.net\/result\/8715401342\">https:\/\/www.speedtest.net\/result\/8715401342<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Teleconference call = <a href=\"https:\/\/youtu.be\/DYu_bGbZiiQ\">https:\/\/youtu.be\/DYu_bGbZiiQ<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">The Size of Space = https:\/\/neal.fun\/size-of-space\/<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Thiagi\/ 400 ready-to-use training games = <a href=\"http:\/\/thiagi.net\/archive\/www\/games.html\">http:\/\/thiagi.net\/archive\/www\/games.html<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Visualization methods = <a href=\"http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html\">http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html#<\/a><\/span><\/li>\n<\/ul>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<ul>\n<li><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>The Economist reports that \u201cSome apartment building owners now require tenants to provide a DNA sample of their dog so that unscooped poop can be penalized.\u201d Alex Pentland of the Massachusetts Institute of Technology has invented a \u201csociometric\u201d badge that measures tone of voice and propensity to talk or listen. The current trend towards evidence-based [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":5640,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_wp_convertkit_post_meta":{"form":"-1","landing_page":"","tag":"0","restrict_content":"0"},"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false},"categories":[13289,453187838],"tags":[453192418,453191021,453192416,453192415,453192417,453191022,453191024],"class_list":["post-5639","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-meeting-agendas","category-scrum-events","tag-ebmgt","tag-evidence-based-methodology","tag-kva","tag-kvm","tag-michael-bode","tag-scrums-evidence-based","tag-scrums-evidence-based-methodology"],"yoast_head":"<!-- This site is optimized 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