Insights
Practical guidance on capital projects, governance, financing, and delivery for Indigenous and public-sector leaders.
Just-in-time and just-in-case are not opposites — they are tools that apply to different parts of your inventory. The mistakes come from treating them as a binary choice.
Read more →The 5 Whys is one of the most widely used problem-solving tools in Lean Six Sigma. It is also one of the most frequently misused. Here is what goes wrong and how to fix it.
Read more →Scrum gives the Product Owner authority over the product. When that authority is hollow, the whole framework stalls. Here are the common failures and how to fix them.
Read more →A business case earns approval, then collapses the first time a board, auditor, or funder pushes on it. Here are the mistakes that cause that and how to avoid them.
Read more →Choosing suppliers based on price alone reliably creates downstream costs that exceed the original saving. Here is a practical framework for applying total cost of ownership.
Read more →A kaizen event compresses weeks of process improvement into a few focused days. Here is how to prepare, run, and follow through so the gains actually stick.
Read more →Velocity is a planning aid, not a performance metric. Here is how to read it honestly and stop it being weaponized against the team.
Read more →A project charter is only worth writing if it gets everyone pointing the same direction. Here is how to draft one that holds up when budgets and supply chains move.
Read more →A backordered part forced a buyer to add a second supplier fast. The story shows how to qualify one properly—without skipping the steps that prevent the next crisis.
Read more →A municipal yard's spotless 5S launch unravelled in a month. The fix wasn't more cleaning—it was building 5S into how the work already ran.
Read more →A team turned estimation into a guessing game with no payoff. Here is how they cut the theatre and made story points earn their keep again.
Read more →A municipal storage project quietly doubled in scope through a string of reasonable-sounding requests. Here is where it went wrong and how to catch it earlier.
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