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Prioritised for recurring project work: Separate delivery of a change from actual use by its intended population.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Prioritised for recurring project work: Use comparable historical work or a defensible quantity-rate relationship to estimate new work.

Before using it: Define scope, units and the evidence behind the range.

Prioritised for recurring project work: Compare an observed reduction with a target and an illustrative value per unit.

Before using it: Define the intended outcome and who will measure it.

Prioritised for recurring project work: Compare present-value benefits and costs on one consistent boundary.

Before using it: Use consistent currency, timing and price assumptions.

Prioritised for recurring project work: A benefits map makes the proposed links between outputs, changed behaviour and useful outcomes explicit. Treat each link as a hypothesis to test.

Before using it: Define the intended outcome and who will measure it.

Prioritised for recurring project work: Find the residual probability at which a response breaks even in expected monetary terms.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Find how much output is needed to cover fixed cost.

Before using it: Use consistent currency, timing and price assumptions.

Prioritised for recurring project work: Compare required effort with genuinely available person-hours.

Before using it: Keep effort, elapsed duration and skills distinct.

Prioritised for recurring project work: Find the worst cumulative shortfall in a time-phased cash plan.

Before using it: Use consistent currency, timing and price assumptions.

Prioritised for recurring project work: Choose how to organise delivery by examining uncertainty, the cost of change and the feedback available. Different components of the same project can need different approaches.

Before using it: Start with uncertainty, feedback and the cost of changing completed work.

Prioritised for recurring project work: A communication plan connects an information need to its audience, purpose, owner, timing and feedback route.

Before using it: Start with the decision, audience and feedback needed.

Prioritised for recurring project work: Make the no-action option explicit, then compare complete expected costs. Keep financial efficiency separate from whether the worst case is tolerable.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Discount each future cash flow to a common date using a consistent period and price basis. Then test the assumptions that drive the result.

Before using it: Define the intended outcome and who will measure it.

Prioritised for recurring project work: A compliance map links applicable obligations to owners, delivery requirements and evidence. It helps distinguish a confirmed obligation from an assumption that needs expert review.

Before using it: Identify who can decide, the constraints and the evidence needed.

Prioritised for recurring project work: Distinguish the chance of an event from its chance after learning that another event occurred.

Before using it: Understand the sampling design, units and distribution assumptions.

Prioritised for recurring project work: Cost aggregation rolls estimates into a coherent budget while preserving the ability to see what the totals contain.

Before using it: Separate work estimates, reserves and approved funding.

Prioritised for recurring project work: Measure the budgeted value earned per unit of actual cost.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: Compare the budgeted value of completed work with what that work actually cost.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: Calculate earliest and latest dates and total float, then draw an activity-on-node (AON) diagram with critical paths highlighted.

Before using it: Check dependencies, duration assumptions and resource availability.

Prioritised for recurring project work: Represent the actual conditions that allow work to begin or finish.

Before using it: Check dependencies, duration assumptions and resource availability.

Prioritised for recurring project work: Describe a numeric sample before choosing more advanced analysis.

Before using it: Understand the sampling design, units and distribution assumptions.

Prioritised for recurring project work: An engagement-gap assessment compares current behaviour with the participation needed for a particular project decision or outcome.

Before using it: Consider interests, influence and those affected by decisions.

Prioritised for recurring project work: Forecast final cost assuming the cost efficiency observed so far continues.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: Separate forecast spending still to come from money already spent.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: A structured ethical discussion makes competing obligations and affected people visible before a decision is justified solely by convenience or schedule.

Before using it: Identify who can decide, the constraints and the evidence needed.

Prioritised for recurring project work: Combine an estimated probability and impact while keeping the full downside visible.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Evaluate one set of mutually exclusive outcomes before comparing decisions.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: The critical path is the longest duration chain through a valid dependency network under the schedule’s assumptions. It can change as durations and logic change.

Before using it: Check dependencies, duration assumptions and resource availability.

Prioritised for recurring project work: Governance makes decision rights explicit: who can approve what, which constraints apply and who must decide when a forecast crosses them.

Before using it: Identify who can decide, the constraints and the evidence needed.

Prioritised for recurring project work: Specify a measurable signal with an owner, denominator, collection method and decision purpose.

Before using it: Define the intended outcome and who will measure it.

Prioritised for recurring project work: A life cycle groups work into phases and defines when to reconsider the investment. A gate is a decision based on evidence, not simply a meeting on the calendar.

Before using it: Start with uncertainty, feedback and the cost of changing completed work.

Prioritised for recurring project work: Compare the cost of acquiring, operating, maintaining and eventually replacing or retiring an option.

Before using it: Use consistent currency, timing and price assumptions.

Prioritised for recurring project work: Define observable evidence for crediting completed work.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: A milestone marks a verifiable state or decision in delivery. It helps coordinate commitments without pretending to be the detailed schedule.

Before using it: Check dependencies, duration assumptions and resource availability.

Prioritised for recurring project work: Compare cash flows at different times on a common present-value basis.

Before using it: Define the intended outcome and who will measure it.

Prioritised for recurring project work: Compare a paid risk response with accepting the original financial exposure.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Rank recorded problem categories to focus investigation.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Prioritised for recurring project work: Connect a small test with evidence and a deliberate learning decision.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Prioritised for recurring project work: Count possible undirected pairwise connections in a group.

Before using it: Start with the decision, audience and feedback needed.

Prioritised for recurring project work: Put a single cash amount on a common time basis.

Before using it: Use consistent currency, timing and price assumptions.

Prioritised for recurring project work: Use explicitly defined probability and consequence categories to prioritise discussion of uncertain events.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Explore the evidence connecting team conditions with speaking up and learning.

Before using it: Look at working conditions and behaviours rather than labelling people.

Prioritised for recurring project work: Compare a proposed scope change with a clearly defined no-change baseline.

Before using it: Agree outcomes, boundaries and acceptance evidence.

Prioritised for recurring project work: A responsibility matrix connects deliverables and decisions to the people doing the work, approving it, advising on it and receiving updates.

Before using it: Identify who can decide, the constraints and the evidence needed.

Prioritised for recurring project work: A reserve is funding held for uncertainty under an explicit release rule. Showing reserves separately makes the remaining exposure and decision rights visible.

Before using it: Separate work estimates, reserves and approved funding.

Prioritised for recurring project work: Translate scheduled activities into time-phased demand for particular people, skills or equipment.

Before using it: Keep effort, elapsed duration and skills distinct.

Prioritised for recurring project work: A resource plan connects the work to the skills, capacity and availability required to perform it.

Before using it: Keep effort, elapsed duration and skills distinct.

Prioritised for recurring project work: Choose an action, an owner and a fallback for an uncertain event.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Check that important deliverables and decisions have clear ownership.

Before using it: Identify who can decide, the constraints and the evidence needed.

Prioritised for recurring project work: Measure the amount of budgeted work earned relative to what was planned by the status date.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: Compare completed work with the work planned by a status date, expressed in budget units.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: Distinguish approved scope change from unapproved expansion and incomplete delivery.

Before using it: Agree outcomes, boundaries and acceptance evidence.

Prioritised for recurring project work: Find which uncertain inputs can change a decision or forecast most.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Prioritised for recurring project work: Investigate the relationships and responsibilities surrounding an organisation’s decisions.

Before using it: Consider interests, influence and those affected by decisions.

Prioritised for recurring project work: A business case compares feasible options against a need, including doing less or doing nothing. Its purpose is to support an investment decision that can be revisited.

Before using it: Define the intended outcome and who will measure it.

Prioritised for recurring project work: Explain how an intervention is expected to produce an outcome and what assumptions connect the steps.

Before using it: Identify a comparison and plausible alternative explanations.

Prioritised for recurring project work: Work from usable time and the skills required. Separate effort from elapsed duration and allow for real operational commitments.

Before using it: Keep effort, elapsed duration and skills distinct.

Prioritised for recurring project work: Check that a calculation combines quantities measured on compatible bases.

Before using it: Make the measurement boundary explicit before calculating.

Prioritised for recurring project work: Show the difference between the work budget and the forecast final cost.

Before using it: Use a common baseline, measurement boundary and status date.

Prioritised for recurring project work: Combine measurements using weights that match the question and keep ratio denominators explicit.

Before using it: Understand the sampling design, units and distribution assumptions.

Prioritised for recurring project work: Make option ratings and criterion weights visible and comparable.

Before using it: Agree criteria, constraints and who owns the decision.

Prioritised for recurring project work: A work breakdown structure decomposes agreed scope into manageable elements with boundaries and accountable owners. It organises the work; it does not by itself show its sequence.

Before using it: Agree outcomes, boundaries and acceptance evidence.

Prioritised for recurring project work: Relate average work in progress, throughput and time in a stable system.

Before using it: Use consistent workflow boundaries and observation periods.

Use when this specific decision arises: Explore individual adoption alongside delivery of an organisational change.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: Find the originating publication.

Before using it: State the investment need and constraints before selecting an approach.

Use when this specific decision arises: Decide when to say yes and when to walk away, against your best alternative.

Before using it: Use the same scope and test commercial assumptions.

Use when this specific decision arises: Consider a specific published approach to team contributions.

Before using it: Look at working conditions and behaviours rather than labelling people.

Use when this specific decision arises: Explore the personal experience of transition when circumstances change.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: First validate the baseline and actual costs. Then choose the forecast assumption that fits the remaining work, rather than the number that best fits the budget.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: Forecast, as a range, when a team will finish, and see whether a gap comes from its pace or from added scope.

Before using it: Use consistent workflow boundaries and observation periods.

Use when this specific decision arises: Track completed and remaining work while keeping changes in total scope visible.

Before using it: Use consistent workflow boundaries and observation periods.

Use when this specific decision arises: Explore an established way to discuss how an organisation creates and captures value.

Before using it: State the investment need and constraints before selecting an approach.

Use when this specific decision arises: Sort the possible causes of one problem into groups, so the team looks across the whole system first.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Expect how people often react to a change over time, and plan support so that the dip is shallower and shorter.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: Conflict-handling modes provide different ways to balance your own concern with another person’s concern. The useful question is which response fits the stakes, relationship and time available.

Before using it: Describe observable behaviour and the context before choosing an intervention.

Use when this specific decision arises: Explore how observed delivery rates change a remaining-work estimate.

Before using it: Use consistent workflow boundaries and observation periods.

Use when this specific decision arises: Choose how a supplier is paid, and so who carries the cost risk, to fit how well the work is defined.

Before using it: Use the same scope and test commercial assumptions.

Use when this specific decision arises: Tell normal variation from a real signal over time, so you act on special causes and change the process for the rest.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Compare progress and the forecast with the baseline, then correct the work or change the plan.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: Describe a linear relationship between paired observations.

Before using it: Understand the sampling design, units and distribution assumptions.

Use when this specific decision arises: Compare the cost of preventing and detecting errors with the consequences of failures.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Find the chain that sets the shortest possible duration: the work whose delay moves the end date.

Before using it: Check dependencies, duration assumptions and resource availability.

Use when this specific decision arises: Observe how work accumulates in different workflow states and make overload visible.

Before using it: Use consistent workflow boundaries and observation periods.

Use when this specific decision arises: Identify how cash flows in different currencies change a project’s funding needs.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Explore how the nature of a situation affects the way decisions are made.

Before using it: Agree criteria, constraints and who owns the decision.

Use when this specific decision arises: Separate choices from uncertain outcomes so conditional costs and payoffs can be compared.

Before using it: Agree criteria, constraints and who owns the decision.

Use when this specific decision arises: Track observed defects on a consistent measurement boundary.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Earned-value forecasts estimate final cost under stated assumptions about the efficiency of remaining work. Several forecasts can be useful precisely because their assumptions differ.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: Earned value compares the budgeted value of completed work with planned work and actual cost at the same status date.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: Explain how scope definition, evidence and estimation method affect the confidence in an estimate.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: Discuss distinct scenarios before calculating a weighted average. The explanation for the range is often more useful than the middle number.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: Fit the technique to the stage and the data, and show how wide the estimate still is.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: Choose evidence that can distinguish an intervention’s contribution from other changes.

Before using it: Identify a comparison and plausible alternative explanations.

Use when this specific decision arises: Examine how feedback, delays and system boundaries shape a problem over time.

Before using it: Agree criteria, constraints and who owns the decision.

Use when this specific decision arises: Find a structured approach to a coaching conversation.

Before using it: Agree the purpose and avoid treating a framework as a diagnosis.

Use when this specific decision arises: Sum expected losses and estimate variation under independent event assumptions.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Use when this specific decision arises: Find the break-even discount rate for a conventional investment cash-flow sequence.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Keep a flow of work moving and predictable, by showing all of it and limiting how much is in progress at once.

Before using it: Use consistent workflow boundaries and observation periods.

Use when this specific decision arises: Consider the leadership and organisational work needed for a substantial change.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: Adjust the amount of direction and support to a particular task and the person’s current familiarity with it. Agree the arrangement rather than assigning a permanent label to the person.

Before using it: Describe observable behaviour and the context before choosing an intervention.

Use when this specific decision arises: Plan the people side of a change in an order that works: make the need felt, move with support, then make the new way last.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: Explore improvement through customer value and the way work flows.

Before using it: Start with uncertainty, feedback and the cost of changing completed work.

Use when this specific decision arises: Value an equal payment at the end of each period.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Investigate the social forces and conditions that sustain or change behaviour.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: Compare an in-house fixed-plus-variable cost with an external unit price.

Before using it: Use the same scope and test commercial assumptions.

Use when this specific decision arises: Explore organisational alignment when planning a change.

Before using it: State the investment need and constraints before selecting an approach.

Use when this specific decision arises: Track how successive forecasts of the same milestone change over time.

Before using it: Check dependencies, duration assumptions and resource availability.

Use when this specific decision arises: MoSCoW separates what a delivery increment must include from what is important, optional or explicitly outside this increment. It makes scope flexibility visible before time runs out.

Before using it: Agree outcomes, boundaries and acceptance evidence.

Use when this specific decision arises: Judge an investment in today's money: discount each year's cash flow, add them up, and find the rate that gives zero.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Align a nominal rate with cash flows measured at constant prices.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Quantify sampling uncertainty when a distributional model and sampling design justify it.

Before using it: Understand the sampling design, units and distribution assumptions.

Use when this specific decision arises: Rank the causes of a problem by count, so the team fixes first the vital few that produce most of the effect.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Show how long the money is at risk: the time until the cash coming back equals the cash put in.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Improve a process or a deliverable in small, tested steps.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Find a publicly available project methodology and its official resources.

Before using it: Identify who can decide, the constraints and the evidence needed.

Use when this specific decision arises: Investigate the competitive setting behind a proposed investment.

Before using it: State the investment need and constraints before selecting an approach.

Use when this specific decision arises: A power–interest grid helps discuss who can affect the project and who is affected by its outcome. It is a starting point for engagement, not a judgement of a person’s worth.

Before using it: Consider interests, influence and those affected by decisions.

Use when this specific decision arises: End a project or a release so the result is accepted, runs in the right hands, and nothing is left open.

Before using it: Start with uncertainty, feedback and the cost of changing completed work.

Use when this specific decision arises: Examine interactions, uncertainty and constraints that make delivery hard to predict.

Before using it: Agree criteria, constraints and who owns the decision.

Use when this specific decision arises: Psychological safety concerns whether people can raise a question, concern or mistake without expecting interpersonal humiliation. It supports learning alongside clear standards of work.

Before using it: Describe observable behaviour and the context before choosing an intervention.

Use when this specific decision arises: Keep four quality checks apart: process, deliverable, specification and real need.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use when this specific decision arises: Look at how a disagreement is changing: can people still examine the problem together, or are threats and personal attacks making a constructive exchange harder?

Before using it: Describe observable behaviour and the context before choosing an intervention.

Use when this specific decision arises: Challenge an estimate using outcomes from a defensibly comparable class of completed projects.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: A reflection cycle turns an experience into a specific change you can try, instead of stopping at whether the event felt successful.

Before using it: Describe observable behaviour and the context before choosing an intervention.

Use when this specific decision arises: Set the people the plan needs per period against those available, and remove the overloads.

Before using it: Keep effort, elapsed duration and skills distinct.

Use when this specific decision arises: Adjust work timing to make resource demand feasible or less uneven.

Before using it: Keep effort, elapsed duration and skills distinct.

Use when this specific decision arises: Schedule compression seeks an earlier finish by changing how critical work is performed, overlapped or resourced.

Before using it: Check dependencies, duration assumptions and resource availability.

Use when this specific decision arises: Compare additional activity cost per unit of possible duration reduction.

Before using it: Check dependencies, duration assumptions and resource availability.

Use when this specific decision arises: Find the canonical definition before adapting a Scrum-based delivery approach.

Before using it: Start with uncertainty, feedback and the cost of changing completed work.

Use when this specific decision arises: Explore research on motivation and the social conditions that support it.

Before using it: Consider the person, task and authority available.

Use when this specific decision arises: A message passes through a channel and is interpreted by someone with their own context. Feedback tests whether the meaning received matches the meaning intended.

Before using it: Start with the decision, audience and feedback needed.

Use when this specific decision arises: Estimate when positive receipts recover the initial outlay.

Before using it: Use consistent currency, timing and price assumptions.

Use when this specific decision arises: Compare the capabilities needed for the work with evidenced availability.

Before using it: Keep effort, elapsed duration and skills distinct.

Use when this specific decision arises: Keep product size, team-relative effort and elapsed duration distinct.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: Examine why particular stakeholder claims receive attention and whose claims may be overlooked.

Before using it: Consider interests, influence and those affected by decisions.

Use when this specific decision arises: Tell each level where the project stands, where it is heading and what to decide, in colours read the same way.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: Plan the number of completed responses for a simple random sample.

Before using it: Understand the sampling design, units and distribution assumptions.

Use when this specific decision arises: Team-development stages offer a vocabulary for discussing how a group establishes working relationships and ways of delivering together. They describe a possible pattern, not a required timetable.

Before using it: Describe observable behaviour and the context before choosing an intervention.

Use when this specific decision arises: Change a baseline only by decision: the impact known, and the right level deciding.

Before using it: Identify whose behaviour must change and how adoption will be observed.

Use when this specific decision arises: Deliver in short, fixed cycles, and after each one inspect and adapt.

Before using it: Start with uncertainty, feedback and the cost of changing completed work.

Use when this specific decision arises: Replace a single guess with a range: an expected value and a spread that show how sure the estimate is.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: Use optimistic, most likely and pessimistic estimates to make uncertainty explicit.

Before using it: Define scope, units and the evidence behind the range.

Use when this specific decision arises: Combine weighted activity means and approximate variances on one defined path.

Before using it: Check dependencies, duration assumptions and resource availability.

Use when this specific decision arises: Calculate the cost efficiency required on the remaining work to finish within the original work budget.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: How long each activity can slip before the end date moves, or before the next activity must wait.

Before using it: Check dependencies, duration assumptions and resource availability.

Use when this specific decision arises: Read the research behind a frequently simplified team-development model.

Before using it: Look at working conditions and behaviours rather than labelling people.

Use when this specific decision arises: Set explicit triggers for investigating a departure from an agreed baseline.

Before using it: Use a common baseline, measurement boundary and status date.

Use when this specific decision arises: Explore research on turning a personal intention into action.

Before using it: Agree the purpose and avoid treating a framework as a diagnosis.

Use with specialist context or review: Use structured pairwise judgements to explore the relative priority of alternatives and criteria.

Before using it: Agree criteria, constraints and who owns the decision.

Use with specialist context or review: Explore a published approach to organisational capability improvement.

Before using it: Identify who can decide, the constraints and the evidence needed.

Use with specialist context or review: Investigate resource constraints and schedule protection through the originating author’s work.

Before using it: Check dependencies, duration assumptions and resource availability.

Use with specialist context or review: Explore declining average effort for repeated comparable production.

Before using it: Keep effort, elapsed duration and skills distinct.

Use with specialist context or review: Translate earned value into equivalent baseline time.

Before using it: Use a common baseline, measurement boundary and status date.

Use with specialist context or review: Find an organisational assessment approach for improvement work.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use with specialist context or review: Explore an alternative account of how teams change their working approach over time.

Before using it: Look at working conditions and behaviours rather than labelling people.

Use with specialist context or review: Find project-specific guidance on sustainability impacts.

Before using it: Specify affected groups, time horizons and measurable obligations.

Use with specialist context or review: Examine a widely cited account of differences between cultural contexts.

Before using it: Look at working conditions and behaviours rather than labelling people.

Use with specialist context or review: Calculate when an illustrative incentive-price formula reaches its ceiling.

Before using it: Use the same scope and test commercial assumptions.

Use with specialist context or review: Find an authoritative reference when a project develops or adopts AI.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Use with specialist context or review: Select a feasible combination of initiatives rather than simply ranking projects independently.

Before using it: Agree criteria, constraints and who owns the decision.

Use with specialist context or review: Compare a stable process’s spread and centring with specification limits.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use with specialist context or review: Connect uncertainty in activity durations, dependencies and costs rather than applying an unexplained contingency percentage.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Use with specialist context or review: Distinguish routine process variation from signals that merit investigation.

Before using it: Agree acceptance criteria and distinguish variation from a meaningful signal.

Use with specialist context or review: Separate a simple accounting charge from cash spending.

Before using it: Use consistent currency, timing and price assumptions.

Use with specialist context or review: Explore a sum of uncertain cost components with reproducible simulated percentiles.

Before using it: Describe events, consequences and assumptions before assigning numbers.

Use with specialist context or review: Combine equity and after-tax debt costs using financing weights.

Before using it: Use consistent currency, timing and price assumptions.