Evidence-Based Management

Keynote with Gunther Verheyen, collaborator with Ken Schwaber, co-creator of Scrum

Gunther-VerheyenGunther Verheyen (gunther.verheyen@scrum.org) ventured into IT and software development after graduating in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, working with several teams and organizations using Scrum in varying circumstances. Building on the experience gained over these years, Gunther became the driving force behind some large-scale enterprise transformations.
Gunther partners with Ken Schwaber, Scrum co-creator, at Scrum.org. He is Professional Scrum trainer and directs the ‘Professional Scrum’ series of Scrum.org. He shepherds classes, trainers, courseware and assessments for PSD, PSM, PSF, and PSPO. He co-created the ‘Agility Path’ framework of Scrum.org to help organizations implement Evidence-Based Management for software organizations.

In 2013 Gunther published a ‘smart travel companion’ to Scrum, his highly appraised book “Scrum – A Pocket Guide.”Scrum-A-Pocket-Guide

Gunther lives in Antwerp (Belgium) with his wife and their 3 children.

Find Gunther on Twitter as @ullizee.

KEYNOTE: “Evidence-Based Management (for software organizations)”

The survival and prosperity of organizations thriving on software products highly depends on the VALUE they deliver with their services. If no evidence is collected on value, informed management decisions to maximize value cannot be made.

‘Evidence-Based Management’ has its roots in medical practice and promotes evidence-based decision-making in the managerial domain. Outcome is measured as the only appropriate source of direct evidence of value; not teams or individuals. People and teams adapt processes and implement practices to improve the actual outcome, and provide supportive evidence, evidence on the ability to create value.

Gunther will introduce the core principles of ‘Evidence-Based Management’, and describe how this is done specifically in software organizations.


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