Category Archives: capability red

How do you terminate a project in your org?

We all know that when we do something new, for the first time, we make discoveries; and all software projects (and in fact change efforts of any variety) target something new. (You can find out what that is by asking, … Continue reading

Posted in business value, capability red, deliberate discovery, real options | 1 Comment

Goals vs. Capabilities

Every project worth doing has a vision, and someone who’s championed that vision and fought for the budget. That person is the primary stakeholder. (This person is the real product owner; anyone else is just a proxy with a title.) In … Continue reading

Posted in capability red, complexity, stakeholders | 5 Comments

Discrete vs. Continuous Capabilities

A capability is more than just being able to do something. The word which describes being able to do something is ability. I do sometimes use this while describing what a capability is, but there are connotations there that are … Continue reading

Posted in bdd, capability red, stakeholders, testing | 5 Comments

Capability-based Planning and Lightweight Analysis

As a follow-up to my post on estimating complexity, I wanted to share one of the interesting things I’ve been doing with the ideas and the numbers. This is quite long, but it’s turned out to be faintly revolutionary, and … Continue reading

Posted in bdd, capability red, complexity, cynefin | 8 Comments

Estimating Complexity

Over the last few years, teaching people the Cynefin framework early on in engagements has really helped me have useful conversations with my clients about when different processes are appropriate. There’s one phrase I use a lot, which is self-evident … Continue reading

Posted in capability red, complexity, cynefin, evil hat, real options | 16 Comments