In the Strategic Management cycle, stakeholders decide which solutions ready for delivery (perhaps from the backroom activities) will actually be delivered, usually based on highest value-to-cost and risk. This activity also includes approving changes to objectives and solutions, analyzing feedback measurements, and obtaining resources.
These cycles may be concurrent. Ideally, each week something is delivered to stakeholders for use and feedback. In parallel, timeboxed development and production cycles work on incrementally building solutions ready for delivery, although it may be weeks (or longer) before they are eligible for delivery. The analogy Evo offers is a business with the following organization:
- - Backroom products are prepared, and when ready, are "placed on a delivery shelf" available for delivery.
- - Frontroom some eligible products are taken off the shelf and delivered to stakeholders (see Figure 10.3).
Figure 10.3. backroom and frontroom delivery
Projects carry on, driven by the goal of maximizing stakeholder value at lowest cost, until there are no more profitable requirements to fulfill.
Niels Malotaux, another Evo consultant, describes the lifecycle of Evo projects from his experience working with clients [Malotaux03]:
A project kick-off "Evo Day" that includes the project manager, architect, and all other development team members. Activities include presenting an overview of Evo ideas and practices, explaining the product vision and architectural ideas, identifying and estimating tasks for the first two-week iteration, and prioritization. Finally, people choose and commit to a set of individual tasks for the next week.
Execution of the two-week iteration.
 Malotaux has found that two-week delivery iterations are more sustainable than one-week delivery iterations.
On the last day of the iteration:
- First, the project manager visits each developer and discusses the task results and completion. If things were not completed, there is reflection on the causes.
- Second, the project manager discusses the project status with stakeholders (e.g., the product manager). Requirements are revisited and re-prioritized. Those chosen for the next iteration are analyzed and specified in greater detail, with measurements and so forth.
- Third, the project manager and development team generate a new set of tasks. Again, developers choose and commit to the highest-priority tasks for the next week. In a team meeting, experiences of the last iteration may be discussed for process improvement ideas, and the product vision and evolving architecture may again be summarized or refined, to promote a common team goal.