The cost of an idea becomes visible in delivery.
The practical cost includes ongoing operation, support, maintenance and the time required to keep producing useful results.
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Principle Library
Principles to examine and apply
A collection of ideas about how people, organisations and enterprises work. Each entry develops a short statement through explanation, context, application and a question for reflection.
2 principles
Control depends on the capabilities around ownership.
Owning an asset is one part of control. A person or organisation also needs the ability and permission to access it, use it and move or change the arrangements around it.
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A result can be provided. Capability has to be developed.
A person can receive help that produces the immediate answer while remaining unable to handle the next variation. Capability develops when they understand the reasoning, practise the task and learn to assess their own performance.
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Implementation creates an opportunity for value.
A tool being available does not establish that people can use it effectively or that the service has improved. Value develops through the work it enables and the outcomes that can be observed.
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A measure should connect with a decision.
Information becomes more useful when a person understands what it means and what they can do with it. A measure without an owner or response can create reporting activity without improving the work.
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Responsibility requires the ability to influence the outcome.
People need relevant capability, information and authority to act on the outcomes they are expected to own.
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Learning becomes clearer when performance can be examined.
A task, explanation or decision can reveal aspects of understanding that a completion record alone cannot show.
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A principle becomes useful through careful application.
A memorable statement needs context before it can guide a decision. Understanding its assumptions and limits helps prevent misuse.
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