The conflict.
WHY IT IS DIFFICULT
Existing business is urgent and revenue-generating; new development is neither.
WHAT HAPPENS BY DEFAULT
Development is displaced by operations, indefinitely.
WHAT TO ESTABLISH
Protected time and resources.
WHY PROTECTED
Unprotected development time is consumed.
WHAT TO CONSIDER
Dedicated people, or dedicated periods.
WHY DEDICATED PEOPLE WORK BETTER
Divided attention produces neither outcome.
WHAT TO ESTABLISH
Who is accountable for the new thing.
WHAT TO AVOID
Assigning it to whoever is least busy Expecting it alongside full operational load Treating it as a side project
WHAT TO ESTABLISH ABOUT MEASUREMENT
That new development is not judged by the same measures as established business.
WHY
New things have no revenue and they appear to be failing by operational standards.
WHAT TO MEASURE INSTEAD
Learning: what has been established, what uncertainty has been removed.
WHAT TO ESTABLISH
Decision points: what must be true to continue.
WHY
Projects without them continue on inertia or are killed arbitrarily.
WHAT TO PROTECT
The new thing from being absorbed into the existing way of working.
WHY
Established processes are designed for the existing business and they frequently suit the new one badly.
WHAT TO ALLOW
Different ways of working, where justified.
WHAT TO ESTABLISH
Limits: budget, time and what happens when they are reached.
WHY
Open-ended development consumes indefinitely.
WHAT TO REVIEW
Whether it is progressing or stalled.
