https://engineering.hinshelwood.com/concepts/tenet/ Recent content in Tenet on Engineering as a Leadership System Hugo en Tue, 16 Jun 2026 17:40:35 +0000 https://engineering.hinshelwood.com/articles/telling-people-what-to-do-is-not-leadership-it-s-a-failure-of-system-design/ Mon, 04 Aug 2025 09:00:00 +0000 https://engineering.hinshelwood.com/articles/telling-people-what-to-do-is-not-leadership-it-s-a-failure-of-system-design/ Telling people what to do is not leadership, it is a sign of poor system design that stifles autonomy and slows delivery. Effective leadership means creating systems where teams have clear goals, constraints, and feedback loops so they can self-manage, deliver value, and adapt without micromanagement. Focus on improving your delivery system, set meaningful goals, enable autonomy with clear boundaries, use evidence-based metrics, and empower teams to own outcomes, so you can step back and let professionals do their best work. https://engineering.hinshelwood.com/articles/don-t-manage-dependencies-remove-them/ Mon, 29 Sep 2025 09:00:00 +0000 https://engineering.hinshelwood.com/articles/don-t-manage-dependencies-remove-them/ Dependencies are not inevitable but are usually caused by poor system design; instead of managing them, focus on removing them by aligning work, teams, and architecture, making contracts explicit, and clarifying ownership. Only manage the rare dependencies that remain, treating them as design flaws to be fixed, not as normal work. Leadership should prioritise redesigning systems to eliminate dependencies, which leads to faster delivery, fewer defects, and higher team autonomy. https://engineering.hinshelwood.com/articles/the-estimation-trap-how-tracking-accuracy-undermines-trust-flow-and-value-in-software-delivery/ Mon, 22 Sep 2025 09:00:00 +0000 https://engineering.hinshelwood.com/articles/the-estimation-trap-how-tracking-accuracy-undermines-trust-flow-and-value-in-software-delivery/ Focusing on estimation accuracy as a performance metric leads to fear, gaming, and a culture of compliance rather than real improvement, which undermines trust, innovation, and actual value delivery. Research shows that when teams are judged on how closely they meet estimates, they pad numbers, hide risks, and avoid complex work, resulting in false success and missed opportunities for learning. Instead, shift attention to evidence-based metrics that reflect customer value, system health, and delivery flow, and use estimates only to support learning and informed conversations, not as tools for control. https://engineering.hinshelwood.com/articles/your-evolving-definition-of-done/ Mon, 31 Mar 2025 09:00:00 +0100 https://engineering.hinshelwood.com/articles/your-evolving-definition-of-done/ The Definition of Done should evolve as teams mature, starting with basic quality standards and expanding to include automation, security, and business-level requirements that align with organisational goals. A strong, consistently applied DoD reduces risk, rework, and delays, ensuring every increment is truly releasable and delivers real value. Development managers should regularly review and raise the DoD, embedding it into team practices to protect quality and support strategic objectives. https://engineering.hinshelwood.com/articles/release-planning-and-predictable-delivery/ Tue, 24 Nov 2020 13:00:01 +0000 https://engineering.hinshelwood.com/articles/release-planning-and-predictable-delivery/ Predictable delivery and agile release planning are not incompatible, but achieving them requires a shift in mindset, a focus on continuous quality, and embracing transparency. Key actions include making quality non-negotiable, refining backlog items to be small and clear, ensuring teams own the full delivery process, and minimizing dependencies. Development managers should prioritize building working software in regular increments, stop accumulating technical debt, and foster a culture of continuous improvement to improve delivery predictability. https://engineering.hinshelwood.com/articles/without-delivery-there-is-no-value/ Mon, 10 Feb 2025 09:00:00 +0000 https://engineering.hinshelwood.com/articles/without-delivery-there-is-no-value/ Value in software is only realised when products are delivered to users, so frequent releases are essential to validate assumptions, gather feedback, and adapt quickly. Delaying delivery increases costs, risks, and missed opportunities, while research shows that teams releasing often are more successful and resilient. Development managers should prioritise short feedback loops and empower teams to release working software regularly to maximise value and minimise waste. https://engineering.hinshelwood.com/signals/technical-debt-cripples-business-agility-and-slows-engineers-down/ Tue, 06 May 2025 15:30:42 +0100 https://engineering.hinshelwood.com/signals/technical-debt-cripples-business-agility-and-slows-engineers-down/ Technical debt severely limits business agility and slows down engineering teams, making it harder to respond to market opportunities and innovate. This is a real risk seen in major companies and happens when technical debt is ignored. To stay competitive, focus on shortening feedback loops, automating processes, increasing transparency, and actively managing technical debt rather than accepting it. https://engineering.hinshelwood.com/signals/executives-want-predictability/ Mon, 31 Mar 2025 15:30:08 +0100 https://engineering.hinshelwood.com/signals/executives-want-predictability/ If your teams do not have a clear, enforced Definition of Done, you are creating hidden risks and unreliable forecasts, which leads to missed deadlines and frustrated customers. Treating “Done” as negotiable means you are not delivering real value or predictability. Make sure your teams only mark work as done when it meets objective, enforceable standards to ensure true progress and trustworthy commitments. https://engineering.hinshelwood.com/videos/avoiding-agile-banditry-why-story-points-and-velocity-are-misleading-metrics/ Mon, 08 Jan 2024 07:00:06 +0000 https://engineering.hinshelwood.com/videos/avoiding-agile-banditry-why-story-points-and-velocity-are-misleading-metrics/ Story points and velocity often distract teams from delivering real customer value and can lead to counterproductive behaviors, especially when used as performance measures or written into contracts. Instead, focus on metrics like throughput and cycle time, which better reflect actual progress and value delivery. Use story points only for internal team discussions, then discard them, and never include them in contracts or external reporting. https://engineering.hinshelwood.com/articles/storms-of-neglect-the-perils-of-not-delivering-usable-products-in-agile-iterations/ Thu, 27 Jul 2023 09:00:00 +0000 https://engineering.hinshelwood.com/articles/storms-of-neglect-the-perils-of-not-delivering-usable-products-in-agile-iterations/ If teams do not deliver a usable product at the end of each iteration, trust with stakeholders erodes, technical debt grows, adaptability slows, and expectations become misaligned. This also leads to lower team morale and a lack of feedback, making it hard to improve or stay on track. To avoid these issues, ensure every iteration results in a usable product so you maintain trust, alignment, and the ability to adapt quickly. https://engineering.hinshelwood.com/signals/every-unreleased-feature-is-a-cost/ Wed, 05 Feb 2025 16:30:01 +0000 https://engineering.hinshelwood.com/signals/every-unreleased-feature-is-a-cost/ Unreleased features create hidden costs and risks, as work that is not delivered provides no real value. Evidence shows that frequent releases reduce failure rates and improve stability, while long cycles lead to more rework and missed opportunities. Focus on shipping regularly to ensure your team’s efforts translate into actual value. https://engineering.hinshelwood.com/signals/here-the-dirty-secret-behind-many-agile-transformations/ Fri, 02 May 2025 15:30:32 +0100 https://engineering.hinshelwood.com/signals/here-the-dirty-secret-behind-many-agile-transformations/ Many agile transformations fail because organizations maintain tight control over how work is done while claiming to empower teams. True agility requires leadership to set clear goals and priorities but let teams decide how to achieve them. To foster commitment and improvement, review where your processes still dictate the how and shift toward real team autonomy. https://engineering.hinshelwood.com/articles/how-usable-working-products-are-your-ultimate-weapon-against-risks/ Thu, 20 Jul 2023 09:00:00 +0000 https://engineering.hinshelwood.com/articles/how-usable-working-products-are-your-ultimate-weapon-against-risks/ Continuously delivering a usable working product is the most effective way to reduce risk in Agile development. Focus on releasing functional increments, fixing bugs quickly, automating tests, and keeping documentation lean to stay responsive to market needs. Prioritise regular feedback from users and stakeholders to ensure you are building what truly adds value. https://engineering.hinshelwood.com/videos/transform-your-leadership-the-power-of-evidence-based-management-in-agile/ Wed, 29 Nov 2023 11:00:03 +0000 https://engineering.hinshelwood.com/videos/transform-your-leadership-the-power-of-evidence-based-management-in-agile/ Evidence-based management helps Agile leaders make better decisions by using data on team performance, customer satisfaction, and product quality, leading to continuous improvement and stronger collaboration. Real-world examples show that adopting EBM can improve delivery times, morale, and outcomes. Development managers should invest in EBM training, encourage data-driven practices, and support experimentation to drive team success. https://engineering.hinshelwood.com/articles/dod-has-made-it-illegal-to-do-waterfall/ Tue, 01 May 2018 01:02:03 +0000 https://engineering.hinshelwood.com/articles/dod-has-made-it-illegal-to-do-waterfall/ The US Department of Defense has updated its procurement rules to require agile, iterative development instead of traditional waterfall methods, following high-profile failures like the FBI’s Sentinel project. Agile approaches have proven to deliver higher success rates, lower costs, and reduced risk, and these changes are now influencing government and vendor practices across the US and UK. Development managers working with government clients should adopt agile methods to align with new regulations and improve project outcomes. https://engineering.hinshelwood.com/signals/overcoming-project-blockers-and-challenging-organisational-inertia/ Sat, 22 Mar 2025 16:30:03 +0000 https://engineering.hinshelwood.com/signals/overcoming-project-blockers-and-challenging-organisational-inertia/ Teams are often held responsible for project outcomes without having the authority to remove blockers or challenge ineffective practices, which leads to frustration and failure. True accountability requires giving teams both autonomy and the power to influence their environment. Development managers should ensure teams have the authority needed to address obstacles and drive results, not just the responsibility. https://engineering.hinshelwood.com/videos/empowering-agile-teams-the-critical-role-of-user-feedback-in-requirement-changes/ Fri, 19 Jul 2024 06:45:03 +0000 https://engineering.hinshelwood.com/videos/empowering-agile-teams-the-critical-role-of-user-feedback-in-requirement-changes/ Empowering teams to change requirements based on real user feedback is essential for true agility, yet many organizations are held back by rigid contracts, complex change processes, and lack of team autonomy. Teams must be able to quickly adapt, discard outdated features, and act on feedback to keep products relevant and valuable. Development managers should streamline change processes, build flexibility into contracts, and foster a culture of trust so teams can respond rapidly to evolving business needs. https://engineering.hinshelwood.com/videos/7-deadly-sins-of-agile-gluttony/ Wed, 11 Oct 2023 11:35:09 +0000 https://engineering.hinshelwood.com/videos/7-deadly-sins-of-agile-gluttony/ Excessive backlog items, overambitious sprint plans, and unnecessary product features can slow teams down and reduce focus. Regularly prioritise and trim the backlog, set realistic sprint goals, and remove unused features to keep the team agile and deliver real value. Focus on quality and relevance rather than quantity to improve productivity and morale. https://engineering.hinshelwood.com/signals/the-myth-of-knowing-everything-upfront-in-software-development/ Mon, 16 Jun 2025 15:30:47 +0100 https://engineering.hinshelwood.com/signals/the-myth-of-knowing-everything-upfront-in-software-development/ You cannot know everything upfront in software development, so focus on continuous discovery and adapt as you learn. Scrum supports this by encouraging just enough planning and design to move forward, then delivering and learning from real use. Prioritise delivery and feedback over excessive upfront design to create more value. https://engineering.hinshelwood.com/videos/unlocking-organisational-value-the-transformative-power-of-engagement-in-agile-teams/ Thu, 28 Sep 2023 10:27:47 +0000 https://engineering.hinshelwood.com/videos/unlocking-organisational-value-the-transformative-power-of-engagement-in-agile-teams/ Organisations deliver the most value when they focus on engaging their teams, not just managing them. Empowering people through decentralised decision-making, inclusivity, and clear principles leads to higher morale, innovation, and better results. Development managers should prioritise creating an environment where everyone feels trusted, aligned with the vision, and motivated to contribute. https://engineering.hinshelwood.com/articles/hiring-a-professional-product-owner/ Mon, 17 May 2021 14:17:00 +0000 https://engineering.hinshelwood.com/articles/hiring-a-professional-product-owner/ Hiring a professional Product Owner is increasingly valued, with companies seeking external candidates who bring fresh perspectives and strong business understanding. The Product Owner is accountable for maximizing product value by setting vision, managing stakeholders, collaborating with teams, making key decisions, and using evidence-based approaches to drive outcomes. Ensure candidates have both certification and practical experience, but remember that while responsibilities can be delegated, ultimate accountability always remains with the Product Owner. https://engineering.hinshelwood.com/videos/evidence-based-management-the-key-to-agile-success/ Fri, 26 Jan 2024 07:00:25 +0000 https://engineering.hinshelwood.com/videos/evidence-based-management-the-key-to-agile-success/ Focusing only on agile frameworks does not guarantee business success; organizations need to use evidence-based management to track real business outcomes and adapt based on data. Successful companies transform their leadership, processes, and decision-making using key metrics like current value, unrealized value, ability to innovate, and time to market. Development managers should prioritize data-driven decisions and organizational adaptability over simply following agile practices. https://engineering.hinshelwood.com/videos/how-will-the-immersive-learning-experience-help-coach-people-on-the-job/ Tue, 08 Aug 2023 07:00:22 +0000 https://engineering.hinshelwood.com/videos/how-will-the-immersive-learning-experience-help-coach-people-on-the-job/ Immersive learning spreads Agile training over several weeks, allowing participants to apply lessons directly to their work and receive valuable feedback in each session. This approach leads to deeper understanding, practical skill development, and stronger collaboration among team members. Development managers should consider immersive learning to foster real-world growth and continuous improvement within their teams. https://engineering.hinshelwood.com/signals/the-market-isn-t-slowing-down-for-anyone/ Wed, 16 Apr 2025 15:30:49 +0100 https://engineering.hinshelwood.com/signals/the-market-isn-t-slowing-down-for-anyone/ Success in today’s market depends on how quickly your organization can respond and adapt, not on which framework you use. Relying on old control methods with superficial agile practices slows you down and puts you at risk of falling behind. To stay competitive, focus on building a truly responsive system that enables fast, smart decisions and real adaptability. https://engineering.hinshelwood.com/videos/7-deadly-sins-of-agile-pride/ Fri, 13 Oct 2023 07:00:05 +0000 https://engineering.hinshelwood.com/videos/7-deadly-sins-of-agile-pride/ Excessive pride in Agile can lead teams to make decisions based on assumptions or ego rather than real customer value and data. To avoid wasted effort and missed opportunities, managers should ensure decisions are data-driven, learn from failures, and focus on meaningful metrics. Foster a culture of humility and continuous learning to keep teams aligned with business goals. https://engineering.hinshelwood.com/videos/what-is-the-difference-between-resource-efficiency-and-flow-efficiency/ Thu, 09 Mar 2023 07:00:02 +0000 https://engineering.hinshelwood.com/videos/what-is-the-difference-between-resource-efficiency-and-flow-efficiency/ Resource efficiency focuses on maximizing how much each team member produces, while flow efficiency looks at how smoothly work moves through the entire process. Overemphasizing resource efficiency can lead to burnout and bottlenecks, but balancing both approaches helps create a healthier, more productive workflow. Review your current processes to ensure you are not just keeping people busy but also delivering value efficiently across the system. https://engineering.hinshelwood.com/videos/overview-of-applying-professional-kanban-course/ Wed, 21 Feb 2024 07:00:11 +0000 https://engineering.hinshelwood.com/videos/overview-of-applying-professional-kanban-course/ The Applying Professional Kanban course teaches how to integrate Kanban into any workflow to improve efficiency, identify bottlenecks, and drive continuous improvement using data and visualizations. Key outcomes include better workflow management, data-driven decision-making, and increased value delivery to stakeholders. Development managers should consider this course to optimize their team’s processes and deliver more value quickly. https://engineering.hinshelwood.com/signals/measuring-worker-speed-in-manufacturing-plant-operations/ Tue, 11 Mar 2025 16:30:01 +0000 https://engineering.hinshelwood.com/signals/measuring-worker-speed-in-manufacturing-plant-operations/ Focusing on individual worker speed in manufacturing or knowledge work does not improve overall delivery if the system has bottlenecks or delays. True speed comes from addressing system-wide issues, not by pushing individuals to work faster. Development managers should prioritize fixing process bottlenecks rather than measuring or incentivizing individual task completion speed. https://engineering.hinshelwood.com/signals/every-delay-in-decision-making-taxes-your-organisation-future/ Tue, 22 Apr 2025 15:30:43 +0100 https://engineering.hinshelwood.com/signals/every-delay-in-decision-making-taxes-your-organisation-future/ Delays in decision-making hurt your organisation by slowing progress and letting competitors get ahead. Most delays come from internal bureaucracy and risk-averse processes, which stifle innovation and responsiveness. To stay competitive, streamline approvals and empower teams to act quickly. https://engineering.hinshelwood.com/concepts/tenet/ Wed, 09 Apr 2025 14:00:00 +0100 https://engineering.hinshelwood.com/concepts/tenet/ A tenet is a specific, actionable guiding rule or doctrine that reinforces a larger philosophy within an organisation, distinguishing itself from values and principles by providing prescriptive direction for team behaviour in specific situations. Originating from frameworks like Kanban and Agile, tenets such as “Flow efficiency over resource efficiency” and “decentralised decision-making” translate overarching philosophies into concrete actions, thereby enhancing operational efficiency and responsiveness. Their importance lies in their ability to create a consistent organisational culture, guiding decision-making and behaviour across teams while remaining stable amidst changing practices. By embedding tenets into daily operations, organisations can align actions with broader philosophical frameworks, fostering a culture of continuous improvement and learning, which is essential for sustainable success in dynamic environments. Tenets serve as the foundation for collective behaviour, ensuring that teams work cohesively towards shared goals, ultimately driving adaptability and effectiveness in product development and organisational design. https://engineering.hinshelwood.com/tags/flow-efficiency/ Tue, 11 Feb 2025 10:16:54 +0000 https://engineering.hinshelwood.com/tags/flow-efficiency/ Flow efficiency is the optimisation of work throughput within a value stream, aimed at minimising waste and reducing bottlenecks. This concept is essential for organisations seeking to deliver value in a predictable and sustainable manner, as it significantly influences the speed at which teams can respond to customer demands and market fluctuations. By examining and enhancing flow efficiency, teams can pinpoint delays and implement targeted improvements that boost overall performance. This methodology is closely aligned with Lean principles, which emphasise the removal of non-value-adding activities. Unlike metrics such as cycle time or lead time that focus on specific durations, flow efficiency offers a comprehensive view of how effectively work progresses through the system, promoting collaboration across various teams and disciplines to ensure seamless operation throughout the value stream. By emphasising flow efficiency, organisations foster a culture of continuous improvement, empowering teams to innovate and experiment. This not only increases productivity but also enhances resilience, allowing teams to adapt to evolving circumstances while consistently delivering value. Ultimately, the focus on flow efficiency nurtures an environment conducive to sustainable practices, leading to long-term success and heightened customer satisfaction.