2.1.2 Principles 4-6: Value, Systems Thinking, Leadership

Here we examine principles centered on value delivery, understanding interdependencies, and demonstrating effective leadership.

4. Focus on Value

• Definition: Continuously align project work and decisions with business objectives and intended benefits.
• First-Principle Rationale ("Why"): Projects exist to deliver value, not just complete tasks or produce outputs. Value is the ultimate measure of success.
• Practical Application: Aligning with the business case, prioritizing backlog items based on benefit, eliminating non-value-added work (waste), measuring benefit realization. Always ask: "Does this activity contribute to the intended value?".

5. Recognize, Evaluate, and Respond to System Interactions

• Definition: View the project as part of a larger system, understanding and managing internal and external interdependencies and impacts.
• First-Principle Rationale ("Why"): Projects don't exist in isolation; their success depends on and influences surrounding systems (organizational, technical, market).
• Practical Application: Mapping dependencies, considering downstream impacts of decisions, using systems thinking to navigate complexity. Think holistically about impacts.

6. Demonstrate Leadership Behaviors

• Definition: Guide, coach, influence, and motivate the team and stakeholders effectively, regardless of formal authority.
• First-Principle Rationale ("Why"): Leadership inspires action, builds trust, navigates challenges, and fosters a positive environment conducive to success.
• Practical Application: Employing servant leadership, adapting leadership style, facilitating problem-solving, resolving conflicts constructively, communicating vision, coaching. See Section 3.3.