Category: Uncategorized
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The single number that ranks work by what it returns on your scarcest resource, the constraint.
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Why adding more projects past a point reduces throughput: the capacity paradox in one idea.
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The distance between strategy and delivery, named as an economics problem rather than a discipline problem.
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Why an on-time, on-budget project can still destroy value, and what a portfolio is really optimizing for.
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A portfolio can book every dollar it saves and none of the dollars it never earned, so it optimizes the half of the ledger it can see.
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The rule that lets small work skip the business case is the rule that lets it consume your most constrained capacity unpriced.
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Every ranking method is a ratio, and we audit only the cost half. The projects nobody can check keep winning your scarcest capacity.
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Two teams, the same utilization, very different speed. Smoothing the unevenness buys more throughput than adding people does.
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Elevating your constraint returns a fraction of what you paid for, because you buy the gap to the next constraint, not the increase.
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Adding people to your constraint makes you slower first. How deep the dip goes, how long it lasts, and the cancellation trap.