Insights
Practical guidance on capital projects, governance, financing, and delivery for Indigenous and public-sector leaders.
Defects Per Million Opportunities (DPMO) is the primary quality metric in Six Sigma. This realistic scenario illustrates how organisations use it -- and where the concept most often goes wrong.
Read more →Sprint length is one of the first decisions a Scrum team makes -- and one that is often made for the wrong reasons. Here is what a realistic scenario teaches us about choosing the right Sprint length.
Read more →Phase gate reviews are a governance mechanism designed to ensure that projects are still viable and on track before committing resources to the next phase. In practice, they often add bureaucracy without adding value. Here is how to tell the difference.
Read more →Supply chain traceability is the ability to track a product from its origin through every stage of production and distribution to the end customer. Here is what you need to know.
Read more →First-pass yield measures the percentage of units that complete a process without defects, rework, or rejection. It is one of the most informative quality metrics in Lean Six Sigma. Here is what you need to know.
Read more →Estimation in Scrum is one of the most misunderstood topics in agile delivery. This explainer covers the most common estimation pitfalls and how to avoid them.
Read more →An escalation path defines who gets involved when a project issue cannot be resolved at the team level. Without one, issues sit unresolved or get escalated to the wrong person. Here is what you need to know.
Read more →Extending ESG requirements into the supply base is now a procurement imperative. Here is a direct comparison of what good and bad ESG supply chain management looks like.
Read more →Cycle time reduction is one of the primary goals of Lean process improvement. Here is a direct comparison of what good and bad cycle time reduction practice looks like.
Read more →Work-in-progress limits and kanban practices can be used inside a Scrum framework to improve flow. Here is a direct comparison of what good and bad implementation looks like.
Read more →Every project is built on assumptions. The question is not whether your project has assumptions -- it does -- but whether you are managing them or ignoring them. Here is what good assumption management looks like, and what bad looks like.
Read more →Supply chain sustainability is no longer a voluntary programme. It is becoming a regulatory requirement, a customer expectation, and a supply chain risk management imperative. Here is a practical checklist for getting started.
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