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Project funding & governance is completely ass-backward in product development world.
It usually leads to:
- Feast and famine, shock-loading
- Poor visibility of actual spend.
- Poor visibility of contention for the same team or individual.
How to improve these things...
It usually leads to:
- Feast and famine, shock-loading
- Poor visibility of actual spend.
- Poor visibility of contention for the same team or individual.
How to improve these things...
It’s really not that hard: long-lived, stable teams that have persistent funding.
Three steps:
1. Fund the *Capacity* (i.e. the team)
2. Align teams to *Objectives, Key Results* or, if you must, *Initiatives*
3. Capitalise the *Outputs* (ex post)
Three steps:
1. Fund the *Capacity* (i.e. the team)
2. Align teams to *Objectives, Key Results* or, if you must, *Initiatives*
3. Capitalise the *Outputs* (ex post)
I wrote this ages ago to explain it to the finance team. It helps if you talk their language, know your OpEx from your CapEx and at least a basic understanding of IAS38... https://blackswanfarming.com/capex-opex-and-accounting-for-teams/
CapEx can be a strangely addictive and mind-bending drug for orgs. Amortisation for software assets happens on such short timeframes though, it’s sad how much focus it gets.
Protip: don’t make your teams even *think* about the accounting.
