Unit of delivery
What counts as an outcome and where its full elapsed time begins and ends.
Delivery diagnostic · For CTOs and CPOs
Delivery diagnostic for a technology organisation
Align leaders on where the system loses time, which constraint affects elapsed time, and which decisions to test before another reorganisation or hiring round.
When a diagnostic helps
- 01initiative times are growing and causes surface too late
- 02the portfolio is overloaded but stopping new work is difficult
- 03dependencies and decisions stall between product, technology, and business
- 04teams improve locally while total elapsed time stays unchanged
What we examine
Flow and portfolio
WIP, aging, queues, blocked work, dependencies, and rules for starting work.
Decision system
Who controls priorities, capacity, risk, and escalation.
Starting measures
SLT, Lead Time, throughput, and predictability where the data supports a decision.
Outcome
What remains after the diagnostic
- 01a full flow map showing where work waits
- 02the systemic constraint or a short list of testable hypotheses
- 03actions with owners and success measures
- 04a sequence of experiments for the next 30–90 days
Evidence from practice
Next step
Describe the problem in two or three sentences
Include the scale, the elapsed time or outcome that is not working, and what has already been tried. I will tell you whether a delivery diagnostic is a useful starting point.