Effort focused on visioning, designing, sequencing, planning and developing an asset or system that will provide value in the future.
This type of effort requires a creative cognitive context, where the person(s) developing the outcome are heads-down when working alone, and participate in creative rituals when working as a group.
What we mean when we refer to ops work…
Future cost associated with past-and-present shortcuts taken from a functional perspective, including lack-of-investment in: sufficient analysis of business risk, change management, business rules, process modeling and full understanding of customer needs Manifests as a cost in the present, beared by functional practitioners, the payments of which come in the form of limitations on innovation and…
The justification for embarking upon an organizational development effort (i.e. to work on the business), which determines the resources and priority allocated to the breadth (the “what“), depth (the “how“) and the urgency (the “when“) of delivering a solution. The “why” is often driven by a combination of stakeholders, including functional practitioners, visionary practitioners and…
The timespan between the moment that a need has been defined for a human endeavor (the “what“) and the moment that technology has been fashioned (the “how“) to serve that endeavor. The “when” is most often executed by sequential practitioners.
Contributor of knowledge and expertise focused on detailing and defining functionality for the fashioning of technology to solve real-world problems. These practitioners are known to focus on the “what” rather than the “how.”
Effort focused on executing against a known challenge or adversary. This type of effort is concerned with the effectiveness of execution using tools, skills and methods. The cognitive context involves a focus on details and fundamentals as opposed to the bigger picture.
