DELIVERY

Make decisions early while risk is still manageable

The goal is not to produce more documents. Each artefact exists to support the next implementation decision or reveal a weak assumption early.

Delivery stages

  1. 01

    DEFINE

    Direction

    Clarify the business goal, users, current conditions, priorities and outcome that must change.

    Key outputs

    • Product goal and core users
    • Current conditions and constraints
    • Success criteria and exclusions
    • Priorities and staged scope
  2. 02

    ARCHITECT

    Product and technical design

    Design journeys, information architecture, permissions, data and systems integration boundaries.

    Key outputs

    • Primary user journeys
    • Information, system and data relationships
    • Permission and integration boundaries
    • Material security and operating decisions
  3. 03

    BUILD

    Engineering and integration

    Connect interfaces, functions, data flows and external systems into working software.

    Key outputs

    • A working product increment
    • Integrated data and service flows
    • Change history and decision record
    • Automatable tests
  4. 04

    VERIFY

    Security and quality verification

    Exercise more than the happy path, including latency, duplicate requests, permission errors and integration failure.

    Key outputs

    • Critical-flow evidence
    • Findings and resolution
    • Security, accessibility and responsive checks
    • Remaining operating conditions
  5. 05

    RELEASE

    Release and operational readiness

    Prepare the information needed to deploy, observe, change, recover and hand over the system, not only the code.

    Key outputs

    • Source and deployment configuration
    • Environment and setup guidance
    • Observation, recovery and handover guidance
    • Known constraints and change points

Working principles

  • Agree the completion criteria first.
  • Use working software to frame the conversation.
  • Record consequential decisions and why they changed.
  • Explain how scope changes affect schedule and structure.
  • Finish in a state the receiving team can run.