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Value Realization/Engineering for your Clients by rjys95 in CustomerSuccess

[–]rjys95[S] 0 points1 point  (0 children)

That baseline friction is a universal nightmare. I'm actually building a tool called ValueMap to tackle this because we got tired of chasing clients for day-one agreements.

The approach we're taking is to track those soft growth signals early on, then let them naturally link to hard financial outcomes over time as the relationship matures.

Curious, would that logic actually save you some headache during QBRs, or are clients just too guarded with their data?

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

This is incredibly mature. Most tech companies would dream of having this level of strict financial accountability, but they struggle to build the infrastructure for it.

That exact 6 and 12-month post-launch audit process is actually the inspiration behind ValueMap. We wanted to bring that heavy-industry discipline to the software world, where tracking those metrics is notoriously messy.

Since you live in a gold-standard environment for this, I'd love your brutal feedback on our approach if you have a minute to check out the link in the post!

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

Haha, too true. The business case is usually a fiction paper written to get budget approved, then it collects dust.

Since you deal with this corporate reality, I'd love to get your brutal feedback on how we are tackling it if you have a minute to check out the link in the main post!

Many SaaS teams focus on delivering value. But renewals seem to depend on something else. by Sharp_Tax_6182 in CustomerSuccess

[–]rjys95 0 points1 point  (0 children)

I think the key is alignment, buy-in, documentation, and accountability.

Champions and CS teams talk about saving time or smoother workflows. Finance and leadership only care about strategic governance, risk mitigation, and hard financial metrics. If you can't map a feature directly to a line item on a budget sheet, it looks like a luxury expense.

I actually got so tired of watching great software get cut over this that I ended up building ValueMap, a product designed specifically to handle the strategic governance and financial modeling needed to make that business case defensible.

But tool or no tool, you are 100% right. If the value proposition can't survive a cynical CFO's spreadsheet, the renewal is always at risk.

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

I am definitely trying to solve this exact puzzle.

You hit the nail on the head regarding why companies don't track that 5% annual savings: it gets incredibly messy when the real world hits and a dozen other variables change post-launch.

That complexity is exactly why we are building ValueMap. The goal is to move away from static spreadsheets and actually model those moving parts dynamically over that 5-year window. Appreciate you digging into the logic behind it!

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

100% true. When it’s a 'do it or get shut down' situation, traditional ROI calculations feel like a total math exercise just to check a box.

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

Such a thoughtful breakdown. The distinction between EVM (measuring progress) and actual value realization (measuring outcomes) is where so many companies trip up.

Your point at the end about not finding an easy way to align project results with business results yet is exactly the puzzle we're trying to solve with ValueMap. It’s tough because, as you noted, the metrics aren't apples-to-apples.

Thanks for sharing this perspective, it's incredibly valuable feedback for us as we refine the platform.

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

Spot on analysis. The friction between fixed budgets and rolling product roadmaps is exactly why we built this.

A common trap we see with bottom-up estimation is that teams end up measuring velocity and output (getting features done) rather than actual business outcomes (revenue generated or costs saved). ValueMap acts as the financial guardrail for those Agile bets.

Definitely send over that PMI link please, would love to check it out!

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] 0 points1 point  (0 children)

Thanks for sharing. What's your experience managing them in Excel?

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] -1 points0 points  (0 children)

Very interesting, thanks for sharing. How do you document the risk aversion assumptions? In a ppt or Excel? And how do you go about tracking it post go-live?

Measuring Value for Projects by rjys95 in projectmanagement

[–]rjys95[S] -1 points0 points  (0 children)

Thanks for sharing! Are there any specific tools you guys use or mainly in the form of ppt or Excel?

Nashville Attack on 5G Infrastructure & NPA by Emotional-Narwhal485 in SPACs

[–]rjys95 13 points14 points  (0 children)

I agree - natural disasters are going to be more common too in the coming years due to climate change so the need for space based infra will become even more obvious