Author: Ben Rawson
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An annual plan is the largest batch you run, and it commits your scarcest capacity on the least information you will ever have.
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A delivered project earns nothing until someone adopts it, and the capacity to absorb change is a shared constraint of its own.
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Two projects each slip a month and carry the same amber status. One cost almost nothing. Delay has a shape, not just a rate.
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Twenty engineer-days on the plan, sixteen after a sensible factor, and fewer again in reality. The hours that are counted and are not there.
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Nobody approved doubling the scope. It arrived one reasonable addition at a time, and the ratchet only ever turns one way.
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Moving one job to the front of your scarcest team looks free. Everything behind it pays, and no report shows the bill.
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Projects spend more of their life waiting for a yes than being worked on, and nothing in the reporting counts that time.
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Making a team faster that was never setting your pace changes nothing you deliver, and usually makes the queue behind it worse.
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Rework spends your scarcest hour twice, and the cost of being wrong escalates with how late in the work you find out.
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A paused project is not a free project. The value clock keeps running, restart is not resume, and the capacity was never really freed.