An exploration of the ultimate purpose of an organization: release of value to the market--and the optimally architected organization to produce it. Shared learnings include: a crisp understanding of accelerating value delivery, compensation design for the involved teams, and a layout of the interlocking accountabilities in the high tech firm. Measurable performance metrics are outlined for each key role in the company, and for teams as a whole. Interim measures are intended to direct the organization's initial efforts, while ultimate measures are understood to provide best results in the long term. From senior management teams, to scrum software teams, this presentation casts the key partnerships for the venture's success.

1. OrganizationalArchitecture for Peak
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2.  Removal of impediments company-wide
 Increase revenue (or decrease cost)
 Released into production
 Value estimated (relatively : epics)
 While reducing technical debt
 Going to market with minimum viable
products
 With increasing velocity
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3.  Gaged against quarterly company goals
 At team level, not individual
 Only two drivers:
 Value delivery (company level)
 Quality measures (role specific)
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4. Interim Ultimate Quality
Company-wide Identification and removal of
impediments at at sr.
management level
TBD
ScrumTeams Value released (epic) QualityValue released (epic)
Developers Done and released (story) Test Driven Development
Coverage, Continuous
Integration, Continuous
Release
Product Owners Ready minimum viable
product (stories)
Revenue per value point
developed
Product Strategists Estimated (epic) Epic go to market & gathering
of customer feedback
Scrum Masters Velocity increase Team happiness
Release team Value released (epic) QualityValue released (epic)
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