ABSTRACT
This chapter discusses the reviews–evaluations–recognition system. One of the principles of the Agile Manifesto posits that the team-members get together fairly often to review with facts and figures the progress that has been made, and that they look ahead at the work that remains to be done. Organizations base their performance evaluations on the figures reported by the financial accounting. Financial performances indicators provide a common denominator that enables business-leaders to consolidate various types of performances. The topmost mission of the leadership is to sustain excellence in creating business-value on the 5 corporate capitals of the enterprise with and for the significant stakeholders. Business-leaders can use the following two complementary methods to appraise the value of the total resources that have been created or exchanged. The first method can serve as a base for the management reviews. The second method focuses on the evaluation of the progress made on the principal projects.
