Adapt Consulting Company

Slow Down to Speed Up — Why Discovery Matters More Than Delivery

In almost every organisation I’ve worked with, there’s an instinctive rush to do something.
The meeting ends, the flipcharts are full, enthusiasm is high—and within hours, people are already building solutions, designing systems, or commissioning work.

The problem? We often haven’t yet defined the problem.

The Danger of Skipping Discovery

When we jump straight into delivery mode without pausing to understand what we’re actually trying to fix, we set ourselves up for frustration. Quick fixes can feel satisfying in the short term, but they often treat symptoms, not causes.

Worse, they can create new problems.
Without a holistic understanding, we miss second- and third-order consequences—the ripple effects that come from well-intentioned but poorly informed decisions.

In project terms, this is the difference between being efficient and being effective. You can do the wrong thing brilliantly—but it’s still the wrong thing.

The Purpose of Discovery

The discovery phase—or its simpler cousin, the problem statement—forces us to slow down, reflect, and align. It’s not bureaucracy. It’s about curiosity.

The goal is to understand the problem from multiple perspectives, ensuring the solution we design is not just technically possible, but also desirable, viable, and sustainable.

Good discovery is not just research—it’s relationship-building and sense-making.

What Makes a Strong Discovery Phase

1. A Clear Problem Statement

Defines the issue in plain language.
Focuses on what’s happening and why it matters, not on the solution.
Answers: Who is affected? What evidence supports this? What outcomes are we trying to achieve?

2. Stakeholder Participation

Involve those who experience the problem, not just those who manage it.
Listen to users, customers, patients, or staff—people at the front line of the issue.
Their insights often reveal hidden complexities or interdependencies.

3. Expert Input and Evidence

Gather data, context, and comparative insights from specialists.
Combine quantitative analysis (data, metrics, trends) with qualitative understanding (stories, lived experience).

4. Systems Thinking

Look beyond the immediate boundaries of the issue.
Ask: What influences this problem? What interacts with it? What might happen if we change this part of the system?
This helps avoid unintended consequences.

5. Shared Understanding and Alignment

The output of discovery should be consensus on the problem, not yet the solution.
If you can get everyone to agree on what’s wrong, you’re halfway to getting agreement on what needs to be done.

The Payoff

Investing time in discovery doesn’t delay delivery—it enables it. When everyone understands the problem deeply and aligns around a shared purpose, decision-making becomes faster and implementation smoother.

A well-crafted problem statement acts like a compass: it keeps the team oriented when new ideas or pressures pull them off course.

In short, discovery provides clarity before activity.

Final Thought

Projects that rush to deliver often end up circling back to rediscover the problem they skipped. Projects that invest in discovery tend to deliver solutions that actually work.

So before you ask, “What should we do?”—first ask, “What are we really trying to solve?”

Only then can delivery truly deliver.

The Caretaker Trap — Why Too Many Project Managers Fail to Deliver

One problem I see all too often—particularly in the non-commercial sector—is that project managers see themselves as caretakers rather than deliverers.

They see their role as one of stewardship: to monitor, to manage, to minute, to organise communication and coordination. They are diligent administrators, keeping the paperwork pristine and the process ticking along. But they stop there.

They don’t necessarily feel an imperative to do anything.

And that’s where projects go to die.

In many public sector settings, this behaviour is reinforced by hierarchy. Sponsors and executives make the decisions, while project managers are expected to “support” the process. The danger is that this support becomes entirely passive—merely taking notes, updating dashboards, and maintaining the illusion of progress through tidy documentation.

But project management isn’t about clerical precision. It’s about momentum.

A great project manager doesn’t just observe—they provoke, push, nudge, prompt, and drive progress. They chase decisions, challenge delays, and create the conditions for movement. They take ownership—not necessarily of every outcome, but of ensuring that something happens.

Projects fail when nobody owns them.

When the project manager becomes a bystander—someone who simply records the decisions (or indecisions) of others—the project loses its energy. It loses accountability. It becomes a bureaucratic loop of updates and meetings that achieve nothing.

Documentation matters, of course. So do governance, communication, and process. But they are means, not ends. The purpose of project management is to deliver outcomes, not minutes.

A project manager should have skin in the game—a sense of personal commitment and responsibility for moving things forward. They should know when to escalate, when to press for clarity, and when to hold people to account. They should embody the project’s intent, ensuring that every meeting, report, and conversation leads to a decision, an action, a result.

Because if all we do is manage the machinery of the project without driving its direction, then we’re not managing projects—we’re simply curating their slow decline.

Project managers are not caretakers of process. They are catalysts for progress.

And the difference between the two is the difference between failure and delivery.

Managing Risks and Issues: Control the Controllables

In any project management framework — whether PRINCE2, Agile, or a hybrid approach — one of the simplest yet most powerful tools is the Risk and Issues Log.

At its core, it’s a list of things that might go wrong (risks) or have already gone wrong (issues), alongside how we plan to deal with them.

Simple in theory.
Complex in practice.

The Basics — What’s a Risk, What’s an Issue?

A risk is something that might happen — a potential threat to delivery, budget, quality, or safety.
An issue is a risk that has happened — it’s now a certainty, a 100% probability event that needs active management.

Both should be logged in the same place because they are part of the same story: how we keep control and deliver outcomes.

What Risks and Issues Really Affect

Most risks and issues ultimately impact one or more of these areas:

Time — delays to milestones or dependencies
Cost — overruns or financial exposure
Quality — products or services not meeting expectations
Accessibility — users can’t access or benefit as intended
Safety — harm to people, data, or reputation

Your job isn’t to log everything that could go wrong.
It’s to focus on what actually matters — the things that could stop you from delivering on time, on budget, and to specification.

The Practical Reality — Less is More

A good risk and issues log is not a 50-page spreadsheet with 1,000 entries.
If it is, no one will read it, and no one will act on it.

Instead, keep your list focused on the top handful of risks and issues — those that require decisions or attention.
The goal is to maintain clarity, not to document every theoretical possibility.

If something can’t be controlled, influenced, or mitigated, then note it, but don’t waste energy trying to manage it.
Focus on what you can control — the controllables.

Own It — And Act

For each item on your log, make sure you’re clear on ownership and approach.
In PRINCE2 terms, we typically choose one of four strategies:

1. Treat – take action to reduce the risk.
2. Tolerate – accept it, but monitor closely.
3. Transfer – pass it to someone better equipped (e.g. insurance, supplier).
4. Terminate – remove the risk altogether (e.g. change the plan).

Whatever the approach, ownership is key.
If no one owns it, it won’t move.

In Summary

Keep the log short, sharp, and actionable.
Focus on the top priorities that affect delivery.
Recognize the difference between what you can control and what you can’t.
Don’t confuse documentation with management — the goal is control and communication, not admin for admin’s sake.

Final Thought

A risk log is not a bureaucratic burden — it’s a decision-making tool.
Used well, it provides focus, foresight, and confidence.
Used poorly, it becomes noise.

So, control the controllables, stay aware of the rest, and keep your eyes on the outcomes that matter.

What about you?
How do you keep your risk and issues log lean but effective?
Do you use a “Top 5” approach, or do you prefer a full register with prioritisation built in?

The Science of Better Choices: Why More Options Often Lead to Better Decisions

It might sound counterintuitive, but the science is clear: the more options you consider, the better your ultimate choice tends to be.

When we’re under pressure, we often look for the right answer — fast. In projects, strategy sessions, or co-production workshops, people like clarity and momentum. Yet, the impulse to decide quickly can limit creativity and close off better possibilities.

Cognitive science tells a different story.

The “Choice Set” Effect
Studies in decision theory (notably by Herbert Simon and Daniel Kahneman) show that most of us are satisficers — we pick the first option that meets our minimum standard, not the best possible one.
But when we deliberately expand our choice set — generate more ideas, more designs, more scenarios — we’re statistically more likely to discover higher-quality solutions.

Cognitive Diversity & Lateral Thinking
Research by Scott Page and others highlights that diverse thinkers generate more varied hypotheses. More options mean more cross-pollination — and often, a creative synthesis that no single perspective could produce.

Bayesian Updating (or, Thinking Like a Scientist)
Each new option forces us to re-evaluate what we know. As we test and compare, we refine our mental models. The more hypotheses we entertain, the closer we get to reality — a principle used in everything from AI design to public health modelling. At first, you might believe Option A is best. Then someone presents new data that Option B performs better under certain conditions. A Bayesian thinker doesn’t throw out Option A completely or dig in defensively. They rebalance their confidence — maybe shifting from 80 % belief in A to 60 %.

The Paradox of Choice — and Its Caveat

Barry Schwartz famously warned that too many options can create anxiety and paralysis. That’s true when choices are poorly structured. But structured exploration — where ideas are gathered, grouped, and compared against shared criteria — avoids paralysis while preserving creativity. The key isn’t fewer options, it’s better framing.

Application: Co-Production and Collaboration

In co-production, inviting more voices doesn’t slow things down — it makes outcomes stronger. Every new perspective expands the decision space, improving the odds that the final solution fits the real-world complexity we’re trying to solve. In short: The more options you have, the more likely you are to make a good decision — provided you explore them with curiosity, structure, and shared purpose.

Good decision-making isn’t about reducing choice.
It’s about expanding imagination before narrowing to action.

So next time you’re in a workshop or strategy session, and someone says, “Let’s not overcomplicate this,” remember — the science says otherwise.
Sometimes, the best way to make a smart choice is to create more options before choosing one.

Co-Production and Facilitation: The Delicate Balance Between Structure and Freedom

True co-production is not a meeting, nor is it a consultation. It is a process of creating together — one that values every participant’s voice, experience, and perspective as equally valid in shaping outcomes. But while the spirit of co-production is freedom and equality, the practice of facilitation demands structure. Without it, collaboration risks dissolving into chaos, conversation without consequence.

Why Structure Matters

Structure provides safety. It offers clarity about purpose, time, and process — the scaffolding within which people can think, speak, and act confidently. Clear roles, responsibilities, and boundaries prevent confusion and ensure accountability. Without this framework, participants may hesitate, disengage, or default to the loudest or most confident voice in the room.

A well-designed framework helps people know how to contribute — it signals that every contribution is welcome, but also that every conversation has direction and consequence.

Why Flexibility Matters
Yet, too much structure can suffocate creativity. If every agenda item, question, and minute is pre-determined, then the process becomes managed, not facilitated. Participants respond to prompts rather than exploring possibilities. The conversation narrows to what was already imagined, rather than what could emerge.

Flexibility is what allows co-production to breathe. It creates space for reflection, for emergence, and for those unplanned but valuable moments of insight when someone voices a perspective that changes the whole direction of thinking.

The Facilitator’s Role

The art of facilitation lies in walking this line. The facilitator is not the chair, the decision-maker, or the expert. Their role is to hold the space — to design the conditions under which dialogue can flourish and action can emerge.

In practice, this means:
• Providing structure, not control. Have a framework, but let the group fill it with meaning.
• Defining purpose, not outcomes. Clarify why the group is meeting, but allow the what to emerge.
• Encouraging participation, not performance. Draw out every voice, especially the quieter ones.
• Using process to support equality. Tools like timed rounds, breakout groups, or reflective pauses can prevent dominance and ensure balance.
• Reflecting and adjusting. The facilitator reads the energy of the room — when to tighten structure to regain focus, and when to loosen it to let creativity flow.

Finding the Balance

If the facilitator intervenes too little, people leave feeling heard but not productive. If they intervene too much, people leave feeling managed but not empowered. The goal is to enable a thinking environment where ideas are both free to surface and anchored to purpose.

This balance can be thought of as a dance between container and content:
• The container is the structure — time, roles, agreements, methods.
• The content is what the group brings — experience, emotion, creativity, and wisdom.

When both are held in balance, co-production becomes more than discussion; it becomes a shared act of design and delivery.

In Summary

Co-production flourishes where facilitation provides enough order for progress and enough openness for discovery. The facilitator’s craft is to sense where the group sits on that spectrum — to intervene gently when drift becomes disorder, and to step back when structure becomes constraint.

It is a living process — one that requires presence, humility, and trust that the best outcomes arise not from control, but from shared ownership.

Tim HJ Rogers
Cancer Advisory and Patient Strategy (CAPS) Group
Volunteer and Co-Facilitator

Purpose: To embed patient and carer participation in every stage of Jersey’s Cancer Strategy — from prevention to end-of-life — ensuring services are co-designed and continuously improved through lived experience.

How to Write Standard Operating Procedures (SOPs) That Work

Standard Operating Procedures (SOPs) are the backbone of consistency in any organization. Whether you’re in finance, education, manufacturing, or non-profit services, SOPs help ensure that tasks are performed the right way, every time. Yet many organizations struggle to write SOPs that are clear, consistent, and practical.

This guide explores the best approach to writing SOPs — covering format, style, content, and process — so your documents do more than just tick a compliance box; they actively improve how your team works.

1. Format: Structure Matters

A good SOP starts with a consistent structure. Readers should know exactly where to find information, regardless of the topic. Typical sections include:

Title and Reference Code – a unique identifier so the SOP can be filed and found quickly.
Version Control – a table showing version number, date, author, approver, and summary of changes.
Purpose and Scope – why this SOP exists and where it applies.
Roles and Responsibilities – who is accountable for what.
Procedure – the step-by-step process, written clearly and logically.
References and Appendices – supporting documents, checklists, or templates.

Consistency is key. If all SOPs follow the same structure, staff know exactly where to look, saving time and avoiding confusion.

2. Style: Keep It Clear and Practical

SOPs should be easy to read and easy to use:

Use plain language and avoid jargon unless it’s defined.
Write in the active voice: “Staff must complete the log daily,” not “The log should be completed daily.”
Break down steps into bullet points or numbered lists rather than long paragraphs.
Highlight key actions or warnings with bold text or call-out boxes.
Where processes are complex, add flowcharts or diagrams.

Think of your audience: the people using the SOP should be able to follow it without extra explanation.

3. Content: What to Include

An SOP should balance clarity with completeness. At a minimum, it should include:

What needs to be done (step-by-step instructions).
Who is responsible (roles, not just job titles).
When it should happen (timelines, triggers, or deadlines).
How to record outcomes (forms, systems, or reports).
Escalation points (when and how to involve managers or other teams).

The goal is to remove ambiguity so there’s one clear way of doing things.

4. Process: How to Create and Maintain SOPs

Writing a great SOP isn’t a one-off task. It’s a process of drafting, consulting, testing, and updating.

1. Draft – written by a subject matter expert or process owner.
2. Consult – share with those who will use it; gather feedback on clarity and practicality.
3. Review and Approve – ensure compliance with regulations and alignment with policies.
4. Publish – store in a central, accessible location (e.g., intranet, shared drive).
5. Train – make sure staff are aware of the SOP and know how to use it.
6. Review and Update – set review dates; update when processes or regulations change.

Version history is critical. Staff should always be working from the latest approved version, with earlier drafts archived but accessible if needed.

5. Why It Matters

Well-written SOPs:

Improve efficiency by standardizing tasks.
Reduce errors and risk.
Support staff training and onboarding.
Demonstrate compliance with legal and regulatory standards.
Provide accountability and transparency.

In short, they’re not just documents — they’re tools for better performance and governance.
Final Thoughts

The best SOPs are consistent, clear, and current. They aren’t written once and forgotten; they are living documents that evolve with your organization. By focusing on format, style, content, and process, you’ll create SOPs that actually work in practice — and that’s the real measure of success.

Balancing Science, Belief, and Humanity in Difficult Conversations

I’ve had a couple of fascinating conversations recently with people in difficult circumstances who view the world in ways that don’t always align with scientific or fact-based thinking. Their ideas, strategies, and beliefs may seem unusual—even illogical—but they are deeply personal. These beliefs are often core to their identity, values, and sense of agency, especially when they’re seeking solutions in times of vulnerability.

This raises an important question: how do you balance being a scientist, professional, or expert on the one hand, and being deeply human and empathetic on the other?

The Risk of Undermining Agency

It’s tempting to rely on qualifications, experience, or authority as a kind of “top trump,” stepping into conversations with directive certainty. But in healthcare, or any field where people’s wellbeing is at stake, that approach can backfire.

If someone feels their values, beliefs, or identity are being challenged, they may resist—even if your evidence is sound. Push too hard, and you risk undermining not only their confidence but also their ability to engage in positive change.

When Beliefs Clash with Responsibility

At the same time, some beliefs can be problematic, even dangerous. As professionals, we may feel both a moral and professional responsibility to correct misunderstandings that could harm the individual—or others.

The challenge lies in how we do this. Conversations often operate on multiple levels:

The matter at hand
The person’s thoughts and feelings about that matter
The negotiation between ideas that matter deeply to them, ideas of little consequence, and ideas that might be harmful

Navigating this requires both skill and sensitivity.

The Middle Ground

Too directive, and you disempower. Too hands-off, and you fail to share expertise that could make a difference. The balance is to co-create options, offering guidance without ridicule or condescension. This way, people retain agency, and you remain a trusted voice rather than an opposing force.

It’s less about telling people what to do and more about helping them explore options, weigh consequences, and make choices with dignity intact.

Style and Substance

This is where “style versus substance” becomes critical. It’s not just what you say—it’s the way that you say it. You can passionately argue that the earth is flat, but that doesn’t make it true. Equally, mocking someone who believes it won’t change their mind.

Most real-world situations are far more nuanced than that. People may have latched onto fragments of truth, half-understood scientific findings, or information taken out of context. Your role is to bring context back in without crushing belief.

Simplicity, Choice, and the Paradox

Humans crave simplicity. Nuance, research, and complexity are often unwelcome. Yet, offering only a binary choice—“right” versus “wrong”—is rarely effective. Too many options, on the other hand, can overwhelm.

The sweet spot lies in offering a manageable range of possibilities, framed with empathy and respect. Enough choice to feel empowered, but not so much that the individual feels lost or paralysed.

Final Thoughts

Working at the intersection of science, belief, and human experience is never easy. It requires patience, humility, and the ability to navigate paradoxes. But when handled well, it allows us to uphold our professional responsibility while honouring the humanity of those we serve.

In the end, the goal is not to win an argument, but to build trust—and through that trust, create the conditions for real, sustainable change.

Writing Effective Business Cases: Beyond Costs and Returns

A business case is more than just a financial justification—it is the foundation for decision-making, accountability, and measuring success. Done well, it clarifies the why, what, how, and who of a project, providing stakeholders with confidence to commit resources. Done poorly, it risks being a tick-box exercise that fails to anticipate hidden costs, regulatory obligations, or diverse stakeholder needs.

What Is a Business Case?

A business case formally presents the rationale for undertaking a project or investment. It seeks approval, secures funding, and sets expectations. It is also a living reference point against which outcomes and performance can later be evaluated.

Core Components of a Business Case

While formats vary, most robust business cases include the following headings:

1. Executive Summary – A concise overview of purpose, proposal, and expected outcomes.
2. Strategic Fit & Objectives – How the proposal aligns with organisational strategy, priorities, or compliance requirements.
3. Options Analysis – The rationale for chosen approach, including alternatives considered and rejected.
4. Scope & Deliverables – What is included, what is excluded, and what success looks like.
5. Costs & Funding –
Capital costs (infrastructure, technology, assets).
Operational costs (staffing, licensing, maintenance, training).
Ongoing costs beyond implementation.
6. Benefits & Value –
Financial (savings, revenue growth).
Non-financial (customer satisfaction, compliance, risk reduction, social impact).
7. Risks & Constraints – Potential threats, dependencies, or limitations, with mitigation strategies.
8. Governance & RACI – Who is Responsible, Accountable, Consulted, and Informed, and the approval process required.
9. Implementation Plan – Timeline, milestones, and resource needs.
10. Evaluation & Success Criteria – How progress and benefits will be measured, both during and after delivery.

Common Challenges in Business Case Development

Narrow focus on costs – Many cases calculate purchase or setup costs but neglect ongoing revenue spend such as licensing, maintenance, or training. This is like buying a car without considering fuel, insurance, or servicing.

Ignoring stakeholder diversity – Different stakeholders value different things: Finance cares about ROI, Compliance about regulation, Operations about feasibility, and Customers about usability.

Overlooking non-financial benefits – Improved culture, reduced risk, or enhanced reputation can be just as critical as cost savings.

Weak governance – Unclear ownership or approval processes can stall decisions or create ambiguity later.

Approval hurdles – Whether requiring a signed document, formal board approval, or email confirmation, clarity is needed on what constitutes valid authorisation.

Best Practices for Building Strong Business Cases

1. Engage stakeholders early – Use the RACI model to ensure diverse voices are heard and expectations understood.
2. Balance lead and lag measures – Show both predictive indicators (training uptake, system usage) and outcome indicators (cost savings, compliance achieved).
3. Include the full cost of ownership – Capital + operational + future costs. Avoid “surprise” expenses that undermine credibility.
4. Articulate non-financial value – Regulatory compliance, risk reduction, customer satisfaction, or staff well-being often justify investment as much as financial return.
5. Provide options, not ultimatums – Present at least two or three feasible approaches, showing why the preferred option is best.
6. Keep it clear and concise – Decision-makers may only read the summary and key numbers. Use appendices for detailed analysis.
7. Define success up front – Include measurable outcomes so the business case doubles as a benchmark for later evaluation.

The Business Case as a Living Document

A strong business case is not only about permission to proceed; it is also about performance management. Returning to it after delivery helps organisations ask: Did we achieve our intended benefits? Did costs align with projections? Were risks managed effectively?

Conclusion

An effective business case balances rigour with clarity. It ensures consensus, builds confidence, and provides a shared framework for delivery and evaluation. By anticipating challenges, including the full range of costs and benefits, and engaging stakeholders early, organisations can avoid costly surprises and create a solid foundation for successful outcomes.

Data in Business: Measuring What Matters

In business, as in sport, performance is judged by results. Athletes are measured by their times, distances, or scores. Businesses are judged by their revenues, profits, or market share. These are the lag measures—the outcomes that tell us where we’ve been.

But if we only look at results once the race is over, we miss the chance to influence performance while it still matters. The key is to balance lag measures with lead measures—the inputs and activities that shape future outcomes. In sport, that might be hours of training, nutrition quality, or rest. In business, it might be customer calls, product tests, or training hours.

The art of managing with data is knowing not just what to measure, but why—and for whom.

Lead and Lag Measures: The Two Sides of Data

Lag Measures show what has already happened.

Business examples: revenue, market share, profit margin, customer satisfaction.
Sport examples: race completion times, finishing positions, average speeds.
They are important, but retrospective—too late to change.

Lead Measures predict and influence future results.

Business examples: number of client meetings, product prototypes tested, hours of staff training.
Sport examples: weekly training hours, healthy meals, sleep quality.
They are controllable in the present and point toward better outcomes.

Focusing on both allows leaders to act proactively while still learning from outcomes.

The Right Data vs. Convenient Data

A common trap is measuring what is easy rather than what is meaningful. For example, counting the number of meetings held or emails sent may be convenient but says little about impact. The right data aligns with strategy, speaks to outcomes, and provides actionable insight.

The test is simple: If you couldn’t measure this tomorrow, would decision-making suffer? If the answer is no, it may not be a critical measure.

Different Stakeholders, Different Measures of “Good”

Not all data is valued equally by all audiences.

Executives / Board want data that links to strategy, growth, and risk.
Finance cares about cost control, compliance, and budget accuracy.
Operations value timeliness, clarity, and efficiency of data.
Customers look for reliability and trust.
Regulators focus on accuracy, transparency, and compliance.
Analysts prize completeness, consistency, and usability.

Measures of “good” can therefore vary:

Time – is data available when needed?
Quality – is it relevant and fit for purpose?
Cost – is it efficient and worth the investment?
Accuracy – is it correct, consistent, and reliable?

Great organisations recognise these competing priorities and design their metrics accordingly.

Data as a Decision Tool

The true value of data is not in collection, but in application. Data should enable:

1. Clarity – giving a shared view of the current state.
2. Management – supporting control, coordination, and accountability.
3. Decision-Making – providing confidence to act, adjust, or invest.

This means creating systems that link measurement with action. Lead measures inform where to focus effort; lag measures validate whether effort produced the right results.

From Sport to Business: A Practical Analogy

Think of business as preparing for a race.

Lag measures are the finish time: what the market, customers, or regulators will ultimately see.
Lead measures are the training regime: the controllable choices that prepare you to succeed.

An athlete who only looks at the scoreboard will always be reactive. An athlete who tracks and manages their training inputs has the power to influence outcomes before race day.

The same is true for organisations.

Measuring What Matters

To make data meaningful, businesses should:

Balance lead and lag: measure both actions and outcomes.
Align to strategy: ensure metrics support the bigger picture.
Engage stakeholders: understand what “good” means for different groups.
Focus on impact: distinguish activity from value.
Keep it actionable: collect data that drives decisions, not just reports.

Conclusion

Data is not just numbers—it is the narrative of performance. The right data, chosen thoughtfully, empowers organisations to measure what matters, manage with foresight, and make confident decisions. Like sport, business success depends not just on crossing the finish line but on preparing in ways that make that success possible.

The question every leader should ask is not just “What happened?” but “What can we influence today that will shape tomorrow?”

The Art and Science of a Good PID
By Tim Rogers | Programme Manager | Leadership & Change Advocate

A successful project doesn’t begin with a plan—it begins with a shared understanding. That’s the role of the Project Initiation Document (PID): to create consensus, clarity, communication, and engagement before delivery starts. Done well, a PID isn’t just paperwork—it’s a leadership tool.

Purpose of the PID

The PID is the foundational document that formally authorizes a project. It sets the tone, scope, and governance framework, ensuring that everyone—from sponsor to team member—understands the “why, what, how, and who.”

Key objectives:

Define why the project exists (business case).
Establish what it will deliver (scope).
Clarify how it will be managed (governance).
Identify who is involved (roles and responsibilities).

The Process of Creating a PID

1. Mandate Review – Start with the request or idea that triggered the project.
2. Stakeholder Engagement – Consult early, capture expectations, and surface concerns.
3. Drafting the PID – Pull together scope, objectives, risks, and governance.
4. Approval and Sign-Off – Secure endorsement from sponsor or board.
5. Baseline for Delivery – The PID becomes your contract for scope, decision-making, and accountability.

Composition of a Strong PID

A robust PID blends structure and story. The science is in the framework; the art is in how you make it engaging and relevant. Typical sections include:

1. Project Definition – Title, context, objectives, and success criteria.
2. Business Case – Benefits, value, costs, and funding.
3. Scope and Deliverables – What’s in, what’s out, and when.
4. Governance – Roles, responsibilities, decision-making, reporting.
5. Plan – Timelines, resources, dependencies.
6. Risks – Key risks, assumptions, and mitigations.
7. Quality & Change Control – Standards and processes for adaptation.
8. Communication – Who needs to know what, how, and when.

Benefits of a Good PID

Clarity: Aligns all parties on purpose and priorities.
Control: Defines governance and escalation routes.
Confidence: Builds trust that the project is grounded in evidence.
Continuity: Serves as a living reference point through delivery.

The Art Behind the Science

The science of a PID is about frameworks, checklists, and compliance. The art is about tone and engagement. A PID that simply lists deliverables may tick boxes—but a PID that tells a compelling story of why this matters inspires alignment and energy.

Good PIDs are co-created, not imposed. They emerge from dialogue, balancing business objectives with human dynamics. In this sense, a PID is as much about psychological safety and shared ownership as it is about scope and governance.

Reflective Exercise

Think about your last project initiation:

What went well?
What challenges emerged?
Which issues could have been avoided with better initiation?
Did the PID help create clarity and consensus, or did it sit unused?
What would you do differently next time?

Final Thought

A good PID is not bureaucracy—it is the art and science of alignment. It provides the clarity of science through structure, and the energy of art through engagement. Get both right, and you don’t just launch a project—you launch collective ownership of success.