Practice

The preceding posts in this series have established a set of arguments: that many public sector programme management cultures are optimised for accountability and risk reduction, not hostile to...

The first post in this series described how strategic abstraction becomes delivery avoidance. The second examined the practical and epistemological problems of starting - how designers defer entry...

The statechart work on a data access service a few months ago was clarifying in ways I did not expect. Applying Harel's formalism to a real service - mapping its states, transitions, preconditions -...

Across this series I have developed an argument in three parts: that planning and design are fundamentally different activities, distinguished by whether the problem space within which work proceeds...