ENG
Engineering
The Art of Defining Problems, Part 3 — Running the Definition and Handing It to Requirements
Did the problem definition end the moment you wrote it? Keeping it as a hypothesis through to requirements.
Posts tagged#Management
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ENG
Engineering
The Art of Defining Problems, Part 2 — Four Axes: Boundary, Standpoint, Time and Constraints
How far does that problem reach? Four axes for setting its scope and view.
ENG
Engineering
The Art of Defining Problems, Part 1 — Turning a Request Back Into a Problem: As-is, To-be and Gap
Is that request already a chosen solution? Set the method aside and write the problem as a gap from today.
ENG
Engineering
The Art of Not Building, Part 3 — The Budget, Contract and Approval Structures That Block a Decision Not to Build
Was the conclusion settled the moment the budget was approved? Seven structures that block a decision not to build.
ENG
Engineering
The Art of Not Building, Part 2 — Seeing the Whole Process and Deciding What to Systematise
Are those requirements just a list of individual tasks? How to see the whole process and decide what a system should cover.
ENG
Engineering
The Art of Not Building, Part 1 — Distorted Requests and Trimming Work with ECRS
Does that request describe a problem, or a solution someone already picked? A procedure for removing work before you build.
AI
GenAI
Part 4: Grow Leaders and Managers with an AI Team — Directing Is Developing
Break work down, share expectations and criteria, give feedback. The template of good management overlaps exactly with good instructions to an AI team. How the experience of leading AI grows leaders and managers, and how it turns the organization's learning loop.
ENGENGENGENGENGENGAI
The Art of Defining Problems, Part 3 — Running the Definition and Handing It to Requirements
Did the problem definition end the moment you wrote it? Keeping it as a hypothesis through to requirements.
The Art of Defining Problems, Part 2 — Four Axes: Boundary, Standpoint, Time and Constraints
How far does that problem reach? Four axes for setting its scope and view.
The Art of Defining Problems, Part 1 — Turning a Request Back Into a Problem: As-is, To-be and Gap
Is that request already a chosen solution? Set the method aside and write the problem as a gap from today.
The Art of Not Building, Part 3 — The Budget, Contract and Approval Structures That Block a Decision Not to Build
Was the conclusion settled the moment the budget was approved? Seven structures that block a decision not to build.
The Art of Not Building, Part 2 — Seeing the Whole Process and Deciding What to Systematise
Are those requirements just a list of individual tasks? How to see the whole process and decide what a system should cover.
The Art of Not Building, Part 1 — Distorted Requests and Trimming Work with ECRS
Does that request describe a problem, or a solution someone already picked? A procedure for removing work before you build.
Part 4: Grow Leaders and Managers with an AI Team — Directing Is Developing
Break work down, share expectations and criteria, give feedback. The template of good management overlaps exactly with good instructions to an AI team. How the experience of leading AI grows leaders and managers, and how it turns the organization's learning loop.