Attack-Defence Trees (ADTrees) model security scenarios as a two-player game: an attacker trying to compromise a system and a defender trying to protect it, with their strategies and countermeasures interacting at every level of the tree.

Use ADTrees when you need to model the back-and-forth between attacker and defender. That’s their defining advantage over plain attack trees or risk matrices.

Specifically, ADTrees shine when:

• You’re assessing security of a system and want to evaluate defences alongside threats. Rather than listing attacks in one document and defences in another, ADTrees show the countermeasure relationship directly — “this defence counters that attack, but this attack can circumvent that defence.”

• You need to communicate security trade-offs to stakeholders. The visual red/green attack/defence distinction makes it immediately readable for non-technical audiences. A CTO can look at an ADTree and see where defences are thin.

• You’re doing threat modelling during design. Before building a system, you can map out anticipated attacks, plan defences, and then stress-test those defences by asking “how could an attacker get around this?” — the tree naturally supports this recursive thinking.

• Your security scenario has depth. ADTrees handle arbitrary nesting: an attack can be countered by a defence, which can be circumvented by another attack, which can be countered by yet another defence. If your scenario has this layered quality, ADTrees capture it naturally.

When NOT to use them:

• If you only care about attacks (no defences), a plain attack tree suffices

• If you’re doing root cause analysis of operational problems, use a CRT instead

• If you need to model temporal sequences (attack step 1, then step 2), ADTrees are not ideal — they model goal decomposition, not workflows

How do you model ADTrees?

ADTrees extend the classic attack tree formalism by introducing defence nodes alongside attack nodes, allowing you to model the ongoing interaction between attacker and defender in a single diagram. Instead of analysing threats in isolation, you can now visualise how defences counter attacks, how attackers might circumvent those defences, and how the arms race unfolds at every level.

Key features of the ADTree notation:

• Two core node types — Attack (red) and Defence (green) — making the diagram immediately readable

• Refinement — Break goals into sub-goals, either disjunctively (OR) or conjunctively (AND)

• Countermeasures — Connect defences directly to the attacks they counter, and vice versa, to any depth

• Flexible root — Start from the defender’s perspective (root = defence) or the attacker’s perspective (root = attack)

The notation is based on the formalism by Kordy, Mauw, Radomirović & Schweitzer published in the Journal of Logic and Computation (DOI: 10.1093/logcom/exs029).

Explore the full notation documentation, including an interactive editor and a worked example modelling data confidentiality in a hosting centre, at: vithanco.com/notations/attack-defense-tree.

You will most likely know that I have been working on the Vithanco software to support this way of thinking. Until now, that software existed only as a standalone application for macOS. It served me well, but it also came with obvious limitations: platform dependency, installation friction, and limited reach.

I recently reimplemented and reimagined this software from the ground up.

From Desktop App to WebAssembly

The new implementation is delivered as a WebAssembly. In practical terms, this means the software now runs directly in the browser. No installation. No platform restrictions. If you have a modern browser, you can use it.

This first version focuses on a core idea:
graphs are created from a textual representation.

Instead of drawing boxes and arrows manually, you describe the structure in text. The system then renders this structure as an SVG diagram. This approach is intentionally simple and explicit. It favours clarity of structure over visual tweaking.

Current State

This is a screen shot from my Vithanco website.

The software already generates clean SVG diagrams for a first set of notations. You can follow each link and will find a way to create diagrams directly in your browser.

• IBIS (Issue-Based Information System)

• Impact Mapping

• Benefit Breakdown Structure (BBS)

Each of these notations represents a specific way of thinking, not just a diagramming style as you have read here before. The goal is not to replace general-purpose drawing tools, but to support structured reasoning.

What This Is — and What It Is Not

This is an early version. It does not yet offer all the capabilities of the original macOS application. The focus so far has been on correctness, structure, and a clean rendering pipeline.

Over time, it will gradually move closer to feature parity with the old software. But for now, it is intentionally limited and opinionated.

Try It Out

Everyone can already start building their own diagrams directly in the browser. No account required. No setup.

If you try it, I would genuinely appreciate your feedback—especially around usability, notation support, and where the textual approach helps (or gets in the way).

As always, the aim is not more diagrams, but better thinking.

Let me know what you think.

I spent the last few months building something that solved a problem I’ve had for years: I can’t stop stockpiling tasks until guilt makes me quit the very app I need.

So I built a task manager that automatically kills tasks I’m ignoring. Turns out 30% of my “important” tasks weren’t important at all.

Here’s the story of how I got here.

Three Daily Goals

I Built a Task Manager That Automatically Kills Tasks You’re Ignoring

I opened Things 3 and saw 247 tasks staring back at me. I felt my chest tighten. I closed the app…

Read more

4 months ago · Vithanco

Excited by this unexpected opportunity, I started drafting an email, but that's when the walls seemed to close in—I couldn’t clearly explain my problem. It was as if I was trying to juggle fog. I knew I had to make this exchange worthwhile, so I took a different approach. Instead of struggling to find the right words, I created an IBIS diagram to map out my thoughts—laying out the questions I had, the answers I considered, and the additional questions those spurred. Even the terminology in my original question got a second look. Slowly but surely, everything started making sense.

By the time I finished the diagram, I realised I’d solved my problem before even hitting "send.” When I did contact the expert, I was able to share my newfound understanding and the diagram itself. He took a look and agreed with my thinking. His feedback was encouraging, but what really stood out to me was how I’d reached clarity on my own.

From this experience, a couple of lessons stuck with me. First, the real power of communication came from asking the right questions, not just receiving answers. The expert asked for more details, which prompted me to refine my understanding. It would have been easy for him to just provide the answer. But he gave me much more. Second, the IBIS diagram once again turned out to be a great way to untangle seemingly complicated issues. It's straightforward and effective. And the visual overview of relevant and related questions allows to concentrate relevant thoughts and reach conclusions.

Next time I'm faced with a similar challenge, I'm going to start with an IBIS diagram much faster. It's a simple method that somehow slipped from my routine, but it’s definitely back on my radar now. This week wasn't just about solving a technical issue, but about rediscovering a practical method of working through problems on my own. In hindsight, it is as obvious as my problem I started with: “don’t ponder, start mapping!”

Did you try it yourself? It’s simple. See for example here.

The early days were a blur of meetings and briefings. They were full of endless streams of acronyms and jargon. The jargon seemed almost deliberately cryptic. Diana's office has glass walls and a simple design. It quickly became a hub of activity. Colleagues were eager to get on her good side and wanted to hear her opinion. They waited outside her door. Each one would add a layer to her daunting learning curve. It was a situation ripe with potential, but Diana felt as if she were navigating a labyrinth without a map.

She spent long hours on it. They stretched into evenings. She pored over industry reports and technical documents. She tried to make sense of the new world she had entered. During one of these late nights, Diana remembered a course she had taken years before. The course felt oddly prescient now. The instructor, Klaus Kneupner, had introduced her to the concept of concept maps. These visuals show knowledge and its connections. They are done to help understanding and learning. They do this by organising and structuring information.

Inspired, Diana reached out to her team with a novel request. She asked that before anyone came to her with questions or for guidance, they first prepare a concept map. The map should outline the issue at hand. The maps were to be based on the method described on vithanco.com. The site is known for its great resources on concept mapping. The idea was simple but powerful. Diana hoped to speed up her understanding of biotech. She would do this by visualising the links between concepts and terms. She also hoped to understand the specific challenges her company faced.

The response wasn't enthusiastic at the beginning. But team members were intrigued by the exercise. They began to submit concept maps. The maps showed the web of biotech research. They also showed product development, rules, and market plans. Each map was a piece of the puzzle, a visual guide through the complex terrain Diana needed to master.

As the days passed, Diana found herself making connections she had previously missed. The concept maps were not just for learning. They were also bridges. They linked separate pieces of information into a whole. She began to see how projects were linked. She saw how stakeholder interests lined up or split. And she saw where the chances for innovation and growth lay hidden in the maze of data and reports.

Two weeks earlier than she had dared hope, Diana felt a shift in her confidence. Where once there had been uncertainty, now there was a growing sense of clarity. She understood not just the vocabulary of her new industry but its rhythm and rhyme. The concept maps had helped her quickly absorb lots of information. This let her turn a possible weakness into a strategic advantage.

Her colleagues noticed the change. They saw decisions were made faster and had deeper insight. Diana's skill at navigating her new role became a talking point in the company. It showed the power of visual learning. It showed the importance of facing challenges with an open mind and new ideas.

In the end, Diana's journey was more than just a transition between industries. It was a testament to the adaptability and resilience that define true leadership. She embraced concept mapping as a tool for understanding. It helped her conquer her challenges and set a precedent for others to follow. She proved that with the right approach, even the most daunting obstacles can be overcome.

"Sarah," Anna asked, "I've been wondering how you always seem to start your products on the right foot. How do you plan your products so effectively?"

Sarah smiled and thought back to the inception of her latest project. "Well, Anna," she began, "it all starts with Impact Mapping."

Anna looked puzzled. "Impact Mapping? I think I heard that name. But what is that?"

Sarah explained, "Impact Mapping is a technique that helps us align our goals and activities to deliver real value because it makes it easy to ask the right questions. Even more, being a structured visual method, it ensures everyone is on the same page."

Sarah grabbed a nearby napkin and began sketching a diagram. "You see," she continued, "we start with a clear business goal at the centre. It is the ‘why’ for all the subsequent work. Think about what you need for your product. I normally don’t start with ‘making money’ but try to be more practical.  Do you need a big user base? Or good reviews? Think about it first. Then we identify the key actors or stakeholders who can help us achieve that goal." She sketched several smaller circles around the central goal and labelled them with the names of actors, such as "Customers," "Marketing Team," and "Development Team."  

"These actors represent the people or groups that play a crucial role in our project. They represent our ‘Who?’” Sarah continued. "But here's the magic of Impact Mapping - we don't stop there." She drew more lines extending from each actor and added further details.

"Next," Sarah explained, "we determine the impacts or changes in behaviour we expect from these actors. These impacts are the high-level results that will contribute to achieving our goal." She drew arrows pointing from each actor towards specific impacts. For example, from "Customers," an arrow pointed to an impact labelled "Increased User Engagement. This is our ‘How?’“

Anna nodded in understanding. "So, we're defining what we want these actors to do to help us reach our goal," she remarked.

"Exactly," Sarah affirmed. "But we still need to bridge the gap between impacts and the work we need to do. That's where deliverables come in."

She drew more lines from the impacts, leading to’ Deliverables’ boxes. Deliverables represent the concrete things or features we need to create to help the actors create the impacts needed,” Sarah said as she connected arrows from impacts to deliverables like "User Interface Redesign" and "Mobile App Upgrade." Once the Impact Map is deemed good enough, I choose the most promising impacts and focus on one or a few.

Anna's eyes widened as she understood the simplicity and effectiveness of the approach. "That's brilliant, Sarah. But what about dealing with senior management? How do you get their buy-in?"

Sarah nodded thoughtfully. "Ah, that's the beauty of Impact Mapping," she said. "I always take such a diagram to my line management and explain my current thinking. They always provide valuable feedback. In the past, they have pointed out additional key actors we could involve. Or have raised a red flag about a particular impact, which we reviewed and normally gladly incorporated."

Anna was impressed. This helps get everyone on the same page and ensures we focus on what matters. “One more thing: how do you facilitate these sessions? Whenever I draw similar stuff on a whiteboard, it gets messy!”

Sarah then leaned in, sharing a secret with Anna. "I use an application called Vithanco. From day one, I capture discussions and agreements as diagrams in the app. I then send out the pretty diagrams via email to everyone. Vithanco keeps everything tidy and accessible for everyone involved in the project."

Anna nodded, realising that this approach ensured alignment and efficient product ownership - not only for new products.

From that day forward, Anna converted to Impact Mapping and started using Vithanco to plan her products. Sarah's wisdom and innovative approach continued to benefit the entire organisation, ensuring their efforts were always directed toward achieving meaningful outcomes and delivering products that made a real impact.

“All right, Alex, let's break this down to the basics," Jamie initiated, his tone reassuring. “This Concept Map will be about what you need to know about Job Hunting. I will write that in the top left as a focus question for us. A good Concept Map has a focus question to determine what should be on the map and what not.”

“So, let’s start.” He created a box labelled 'Job Hunter' on the screen. "This represents you," he said, and from there, he started weaving a network of boxes, each connection forming meaningful sentences like 'Job Hunter searches for Jobs'.

"You'll find creating 'Focus Lists' incredibly useful," Jamie advised his fingers deftly navigating the software. "These lists are pivotal in defining your approach. They include 'Your Strengths and Weaknesses', 'What you want and do not want', and 'Companies that interest you'. Once you've defined these, tailoring your CV for each application becomes a much more streamlined process."

As the map expanded, Jamie deftly integrated concepts such as 'Cover Letter', 'Job Opportunities', and 'Motivation'. He elucidated the interconnectedness of these elements, emphasising the necessity of 'Motivation' in the application process and the importance of crafting a 'Cover Letter' as a heartfelt appeal to potential employers, to be penned in the present tense to convey genuine enthusiasm and commitment.

"But how does 'Your Passion' fit into this?" Alex queried, pointing to a newly added box. "Ah, you should use ‘Your Passion',” Jamie explained, connecting the dots on the diagram. “It opened doors to opportunities when I was actively following my passion, writing on Social Media and joining local communities."

“Which brings me to relationships”. Jamie highlighted 'Relationships' on the map, underlining the significance of networking. "Fostering relationships can unveil insights about intriguing companies and connect you with key individuals. These connections sometimes lead to opportunities that might otherwise remain hidden."

Concluding the session, Jamie reflected, "Remember, navigating the job market is a journey. It's about discovering who you are, what you have to offer, and where you aspire to be. This map? It's more than a tool; it's a compass guiding your path."

Alex gazed at the comprehensive concept map, a newfound clarity dawning within him. The overwhelming maze of job hunting now seemed more like a structured path, an adventure he was eager to undertake. Inspired by their session, he began crafting his 'Focus Lists', eventually forging the right connections that led him to a fulfilling job that resonated with his passions and skills.

The Challenge

Alex had spent weeks poring over the project details, analysing the potential impact on various departments. The project, ambitious in its scope, promised to streamline operations and enhance productivity. However, Alex knew its success hinged on more than technical prowess; it required the active participation of key stakeholders.

One such stakeholder was Diane Foster, a senior manager revered for her expertise and leadership. Her team was set to be the primary user of a critical deliverable from the project. Alex understood that without Diane’s support, the project’s business case would weaken, risking the underutilisation of crucial deliverables. He remembers the last time he went the extra mile to deliver a function that then wasn’t used. Without her goodwill, he would not include those benefits in the business case this time. He would instead get an assignment for another project. 

The Crucial Conversation

Determined, Alex arranged a meeting with Diane. Alex voiced his concerns as they sat across from each other in the glass-walled conference room. “Diane, your involvement in this project is vital. Without your team’s engagement, delivering specific components for your team’s processes might be inefficient and counterproductive. If we want to realise the benefits, then your team will need to change their way of working. I cannot make your team change. Only you can.”

Diane, a seasoned professional, was initially sceptical. “Alex, while I see the value in your project, I’m concerned about the additional workload and the alignment with my team’s current priorities.”

Alex nodded, understanding her reservations. “I completely get your point. But think about the long-term benefits. Your involvement would ensure the project’s relevance to your team and give you a significant say in its direction.”

Negotiation and Agreement

Diane pondered over Alex’s proposal. Realising the potential impact on her team’s efficiency and her leadership role, she decided. “All right, Alex. I’ll take on the role but want to be actively involved in decision-making.”

Alex smiled, his strategy paying off. “That’s exactly what I was hoping for,” he replied.

Building the Alliance

As the project kicked off, Diane’s involvement became increasingly evident. She brought valuable insights, ensuring that her team’s needs were at the forefront of the project’s objectives.

Alex approached Diane during one of their regular coordination meetings a few weeks into the project. “Diane, I want to make sure we’re on track. Does the project’s current direction align with what you need to deliver your benefits once the project is over?”

Diane appreciated the check-in, and together, they went through the situation. “Alex, I believe we’re heading in the right direction. However, I don’t think the project’s current scope is sufficient for my team to reap its benefits. When I look at these trial results, we need to include another part of the process for me to achieve the intended benefit.” “Diane, I agree with you. But you know what our CIO will say when I want to extend the scope. He will think of it as scope creep.” “Ok, then I believe we can take this part out. The trial shows that it’s not as important as we thought. Now, we have a scope change and not a scope creep. Let me handle this with your boss.” And so she did. 

Overcoming Challenges

The project had its hurdles. Deadlines were tight, and the team occasionally encountered technical snags. However, Alex and Diane’s combined expertise and leadership guided the team through these challenges. Their joint problem-solving sessions became a testament to their effective collaboration.

Under their guidance, the team surmounted technical obstacles and fostered a sense of unity and purpose, rallying the broader organisation around the project’s goals.

Reflections and Future Steps

In the project’s aftermath, Alex and Diane reflected on their journey. “Your engagement was a game-changer, Diane. It highlighted the importance of aligning project deliverables with stakeholder needs,” Alex remarked.

Diane nodded in agreement. “And your focus on benefits instead of project scope, to adapt and incorporate our feedback made all the difference. It was a learning experience for me as well. And I finally understood why we never realised our benefits previously! Because, at one point, the project’s scope became the project’s new goal. We were happy with 80% of the scope without realising we might get only 20% of the benefits. But you kept your eyes on the benefits!” “Yes, I tried. But you were the one that made the business changes. Therefore, I couldn’t have done it without you.”

TechInnovate Inc., inspired by the success of Alex and Diane’s collaboration, embraced a new approach to project management. The organisation recognised the value of benefit mapping with strategic stakeholder involvement, ensuring that future projects were technically sound and closely aligned with the needs of those who would use their outcomes.

Alex and Diane achieved the project’s objectives through their strategic alliance and fostered a culture of collaboration and mutual respect. Their story became a benchmark within TechInnovate, a tale of how strategic stakeholder dynamics could lead to remarkable outcomes.

They sit down with a shared determination to redefine their family life, focusing on strengthening their bond and nurturing individual well-being. “Let’s map it out, step by step,” Emily encourages.

Emily and Mark outline their Benefit Breakdown Structure (BBS) at their kitchen table, surrounded by notes and a laptop. Emily starts, “Our first benefit is to have more quality family time.” “But is that a benefit?” “I read about how important it is, and it makes sense to me. I strongly believe that more quality family time will help us together.” “Ok, I can imagine. So… I assume we need to find changes in behaviour that will lead us there?

Mark continues, “What about an Excel Sheet to plan the food for our dinners?” Emily hesitates a few seconds, but then she lightens up. “Ah, you mean with a sheet we can plan what we will eat in the evenings? It is a good idea but doesn’t directly fit into the BBS structure. However, it will enable us to plan what we want to cook regularly and what we need to buy. Hence, it enables ‘shared family dinners’”. Mark nods, “now I understand better how this works. We plan backwards from ‘what we intend to achieve’ over the exact ’behaviour changes’. These changes later make the difference in our family life!” He likes to think aloud: “and the Excel sheet is just a one-off activity we do once to enable our changed behaviours. The Excel sheet will be relevant for planning our meetings and buying food. Hence, it indirectly enables our family time. - Yes, this makes sense!” Mark is now more enthusiastic about this.

Hence, they continue, and the interplay goes more smoothly. “We also need to focus on personal benefits,” Emily adds. “True, maybe setting aside time for hobbies or exercises?” Mark proposes. They agree on ‘reserve dedicated Time for Personal Hobbies’ as another new behaviour - even when they aren’t clear on how to find the time. “What can we do to enable time for personal hobbies and us together?” They look at each other blankly for several seconds. But then Emily speaks: “I like that question. Once you formulate the right question, the answer is often easier than expected…. In any case, the answer is that we need to find a babysitter. We discussed it earlier, but the time is ripe now.” And in this manner, they continue.

With their interactive and collaborative session shaping their BBS, the Martins set out to implement their plan. They work on establishing the enablers and using the new behaviours daily. 

Over the weeks, Emily and Mark see a positive shift in their family dynamics. The structured approach of their BBS, with clearly formulated benefits, behaviour changes, and enablers, helps them create a more harmonious and connected family life. They change the BBS along the way as they learn more about what they, as a family, enjoy and need. They reflect on what works and what does not and make several mistakes - but the BBS diagram is a tool they regularly revisit and update to review their progress and discuss whether they achieve the intended benefits. And if they haven’t achieved it, they use the framework and the questions it triggers to get closer to their goals.

Michael's gaze lingered on the vibrant sunset outside his window, a perfect backdrop for the evening he had envisioned with his friends. The recent discovery of a trendy hangout spot downtown had all of them buzzing with excitement. But standing between him and this much-anticipated break was a familiar figure – his father, Robert.

"Dude," Robert started, attempting to use the lingo of his son's generation, "It's a school night. Shouldn't you be, I don’t know, studying?"

Rolling his eyes, Michael retorted, "Come on, Dad. I've been buried in books all week. I need a breather! Everyone's going."

Robert tried to hold back a sigh. "Mike, exams are just around the corner. You can hang out with your friends any time."

Mapping Out the Conflict

An idea suddenly lit up in Michael’s mind. "Hey, remember that weird problem-solving thing you talked about from your work? The cloud something?"

Robert raised an eyebrow, intrigued, "The Evaporating Cloud from the Theory of Constraints? Why?"

"Why don't we use it? Maybe we can figure something out instead of having the same argument every week."

With a hint of amusement and curiosity, Robert agreed. They both sat down, clearing the dining table and placing a blank sheet of paper between them. Michael, drawing from his vague memory of the concept, sketched a cloud in the centre, labelling it "Success in school." They both quickly nodded in agreement that this was their shared goal.

On one side, Robert outlined his concerns: "Consistent Study" leading to the action "Stay home on school nights." Michael, with a smirk, penned down his needs on the opposite side: "Mental Chill", culminating in the action "Go out with friends."

Michael pointed at the "Consistent Study" box, "So, you think if I lock myself up in the room, I'll automatically become Einstein? What if I can prove I can handle both?"

Robert chuckled, "Alright, fair point. But you need to understand where I’m coming from. It’s not about being home. It's about priorities."

Michael leaned back, "Look, it's not like I want to flunk or anything. But hanging with friends, laughing a bit, it's like... resetting my brain, you know?"

Scratching his head, Robert suggested, "Let’s list the assumptions. I assume you can’t hang out and maintain good grades. Two, I think every night out is another step away from a successful academic year."

"And I’ve been thinking you just don’t get it," Michael admitted, "Like you've forgotten how it feels to be a teen."

Challenging the Assumptions

The Evaporating Cloud, with its interconnected desires and needs, lay before them. With the assumptions laid bare, it became clear where the misconceptions lay.

Studying the Evaporating Cloud intently, Robert pondered the assumptions they had listed. One of them stood out: "Going out on school nights inevitably leads to neglected studies." But was that true? Was there no way for Michael to maintain his academic responsibilities and still enjoy some time with his friends?

"Mike," Robert began thoughtfully, "what if we've been looking at this the wrong way? This cloud is showing us our assumptions. And if we challenge the right assumption, maybe we don't need a compromise. Maybe we can find a way to make both our desires work."

Michael raised an eyebrow, intrigued. "Go on."

Robert continued, "We’ve been assuming that going out will always disrupt your studies. But if we remove that assumption and focus on the actual concern - your studies - maybe there's a way."

A Win-Win Resolution

He took a deep breath, "What if, instead of restricting when you can go out, we focus on the outcome we want? That your studies aren't affected."

Michael's eyes brightened with understanding. "So, you're saying, as long as I ensure my academic responsibilities are taken care of, I can go out?"

"Exactly," Robert nodded, "Instead of setting a strict 'stay home' rule, let's shift to an outcome-based approach. Complete all your assignments and homework. And, to ensure you’re well-rested, maybe set a reasonable curfew. How does that sound?"

Michael grinned, "Deal. But only if you stop calling me 'dude'."

Robert laughed, "No promises."

Their disagreements didn’t magically disappear, but they had found a tool to navigate them. And as weeks passed, the balance seemed to hold, proving that understanding could be found, even amidst the turbulence of teenage years.

Reflecting on the Journey

In the unfolding narrative of Michael and Robert, we see the principles of the Evaporating Cloud technique in action. At the heart of their disagreement lies conflicting needs and desires, much like any typical conflict. However, rather than settling into a compromise that could sacrifice one need for another, they turned to the Theory of Constraints tool. By dissecting their shared goal and contrasting desires and then critically examining the assumptions underpinning their beliefs, they unearthed a superior solution. This outcome-based approach, centred around ensuring Michael's academic success rather than policing his time, encapsulates the essence of the Evaporating Cloud: challenging assumptions to find innovative resolutions that don’t merely compromise but genuinely address the core of the conflict.

Read more about the Evaporating Cloud here or see the previous article here.

Without hesitation, Sam asked, "What is our ultimate goal with this project, Alex?"

Alex, slightly taken aback, responded, "To make a profit, of course! And to boost our brand's visibility."

"Ah," said Sam, "But what do 'profit' and 'visibility' mean in this context? Can we define it further?"

A little impatient, Alex replied, "We want to increase our quarterly revenues by 15% and get featured in the top industry magazines."

Sam nodded. "Good. Now, how do you propose we achieve this?"

"We dive right in! We have the resources, and every department is ready to give their best."

"Alex, have you ever heard of the local optima versus global optima concept from the Theory of Constraints?" Sam asked.

Seeing Alex's blank expression, Sam continued, "In simple terms, each department can individually perform at their peak – that's local optima. But we need a global optimum for the company to function at its best as a whole system. We could rush now and have each department work hard. Still, without alignment, not only might we miss the bigger picture, but we'll also face delays later. People will have questions, find that too many of their assumptions don't hold up, and we'll end up spending more time on rework and clarification."

Curious, Alex inquired, "So, what do you suggest?"

"This is where benefit mapping comes into play," Sam started, his enthusiasm evident. "Benefit mapping provides a language and framework specifically designed for planning projects. By focusing on this, we're not merely jotting down tasks. Instead, we're understanding the why and the how of each action and how they tie into our desired outcomes. Moreover, it will culminate in a Benefit Breakdown Structure diagram, giving everyone a clear context for their work during the project."

Alex considered this. "So you're saying, with benefit mapping, each team will know not just what they're doing, but why they're doing it?"

"Exactly," Sam confirmed. "And when everyone understands the bigger picture, the individual tasks make more sense, leading to more efficient and aligned efforts."

Alex, still contemplating, finally asked, "But won't this delay our start?"

Sam smiled, "Have you ever watched the famous Guinness ad with the surfer?"

"Of course! The one where they wait for the perfect wave?"

"Exactly," Sam responded. "Just like how the surfer waits patiently for the right moment to ride the wave, we need to wait and plan properly before diving into this project. Good things come to those who wait."

Alex agreed and was intrigued and convinced by Sam's Socratic method to make him reflect deeply on the project's objectives.

The team invested their initial weeks in rigorous benefit mapping, ensuring a clear and comprehensive Benefit Breakdown Structure. When they finally launched the project, it was a streamlined process with minimal hiccups.

Three months later, not only did Pinnacle Tech see a 20% increase in their revenues, but they were also featured on the cover of the industry's leading magazine. The entire company celebrated, raising a toast to proper planning, patience, and the wisdom of waiting for the perfect wave.

It was first published here. And with his permission, I will re-publish it here. I highly recommend his blog and suggest you follow him on X/Twitter.

Chuck Frey: What is your background and experience in the world of visual thinking?

Klaus Kneupner: My problem was always that I liked visuals, but I couldn’t draw nicely. And if I did a diagram, for example in Visio, I quickly fell into a 1-minute content change and 5-minute layout change loop. Even my PowerPoint slides never looked as good as other people’s slides. It was frustrating.

But then I met a guy who used mind maps to overcome his dyslexia. It looked simple enough to me. Curious as I am, I started to use it as well. At that time, MindNode on the Mac was released and had themes, so my mind maps looked good without me doing anything. I used MindNode for everything:

• Analyzing problems

• Capturing meetings

• Planning projects

• Create reading notes from books

• Some of the book notes went on to my website, kneupner.de

Someone suggested a tool called Flying Logic to create cause-effect diagrams. The tool uses a network graph as data structure and not a tree, as mind maps do. In addition, every node had a type, like “positive effect” or “negative effect.” It was a revelation. Suddenly, the expressiveness of the diagrams increased dramatically.

I read about the original use case of Flying Logic: Theory of Constraints. So, the diagrams had a theoretical foundation that a mind map needed to have. The lines between the nodes had a meaning, and if done correctly, the diagrams also had a grammar. Some nodes should be connected to particular other nodes. What looks like a restriction is a great help. It helps to focus on the essential things and to ask the right questions.

What made me look for further notations, I cannot remember. But I found all these other notations that could help in various ways to think about problems. IBIS notations help to drill deeply into problems or to map dialogues. Benefit Breakdown Structures allow one to plan a project; Concept Maps align on terminology. All of these present information in an easy-to-understand graphical/visual way, looking better than my PowerPoint slides and more expressive than my mind maps. Many of them even have a theoretical foundation.

Frey: What made you decide to create Vithanco, and how would you summarize its mission?

Kneupner: So, I had found notations. Instead of the metaphorical hammer that turned all problems into nails (in other words, mind maps), there was a whole toolbox out there, but each notation was somehow locked into a different tool. These tools were of very different quality, with a different user interface. I needed one tool to provide all the notations. A tool that helps to maintain the grammar of the note and, of course, a device that creates good-looking diagrams without me having to do anything.

Many people, if not all, can benefit from these different notations. Vithanco should be the tool that makes it easy for all to use the other notes.

Frey: What needs does Vithanco fill?

Kneupner: I thought a lot about this question. The theory of constraints has a simple focus question: What is the limitation that a tool/app helps to overcome? And the limitation that Vithanco overcomes is complexity. With Vithanco, you can digest more information than you would do otherwise:

• A visual diagram helps you to “see” the problem.

• Lines between nodes show the intrinsic relations between concepts and show visually where to start and where to focus.

• Auto-layout reduces the complexity of modelling the content.

• Methods/notations take some complexity out of the thinking process.

• The resulting diagram minimizes the complexity of communicating the solution and makes it easier to document your thought process for future reference.

Frey: What are some of the biggest challenges business people face today that visual thinking can help them solve?

Kneupner: There are at least two layers to this question.

Visual thinking as a technique helps to reduce complexity. It simplifies communication over the diagram, making it easier to document the thinking process. The significant requirement is, of course, that one takes time to think something through. In our fast-paced life, it happens less and less often that people take the time to think something through. I have met managers who pride themselves on making decisions quickly. I see the value of fast decisions, especially when the consequences of either way are marginal. But often, you have tricky problems and must invest energy in understanding the issue.

Structured Visual Thinking Methods guide you on how to think about a problem. For example, suppose you separate a change initiative into strategic objectives, benefits, business changes and enablers. In that case, you can ask the right questions and set up the initiative correctly, increasing the chances of success. Another method (Align Stakeholders) ensures that people use the same terminology. I have seen people using the exact words but had very different understandings. These people will lose time and effort as their work won’t be compatible, and frustration and rework are inevitable. As a final example, the Theory of Constraint Thinking Processes helps you to identify and widen the bottleneck that makes your life difficult. These methods all focus on concrete outcomes: a change plan, stakeholder alignment and improved throughput. And there are more of these methods out there. Look at my website, vithanco.com, for more.

Frey: Based on what I saw on your website, a big need of people today seems to be clarity. Why is that so hard to achieve?

Kneupner: Clarity requires that you understand something fully. Using the correct method improves the probability of obtaining the proper outcomes. The structured visual representation facilitates discussion with others, helping you to find the loopholes.

Frey: How would you characterize the average person’s approach to thinking today?

Kneupner: Most people seem not to spend much time thinking. We are constantly busy and consume readily available series, games, social media or similar in our spare time. At the same time, I got the impression that workplaces require faster responses and deliveries, leading to less thinking and more repetition of previous thought processes. For example, I spoke with management consultants that use a few screening questions and then, based on the input, adjust slide deck #3 to “help” their clients. Only a little reflection is required. There might have been some consideration for creating the initial slide decks, but now it’s a repetition.

Who is thinking things through nowadays? I know many people do. But most don’t. It might be a sign of our times that people rush through life without thinking along new paths. People might consume more. I often think of the “bored but brilliant” slogan that became a book.

Frey: What is structured visual thinking and how does it help address the shortcomings that affect most people’s thinking?

Visual thinking includes the visual sense in thinking.

Structured Visual Thinking doesn’t require any artistic ability. Instead, you have a visual language with some grammar, providing the structure for the thoughts. You draw relationships between ideas/thoughts and depict meaning.

Structured Visual Thinking methods guide you toward meaningful diagrams that allow you to achieve outcomes.

Sometimes, the thought process to create the diagram with clarity of mind is the outcome. Sometimes, the diagram is just the blueprint for the next steps.

Frey: In a previous conversation, you observed that structured visual thinking enables its users to ask the right questions. Why are questions so important and what characterizes the right types of questions?

Kneupner: Questions were always a tool to teach, at least since Plato made Socrates’ approach famous. In his dialogues, Socrates primarily covers much to think about simply by asking questions. In modern society, you have the role of a coach. A coach is specifically not someone who provides answers (that would be a mentor) but someone who asks questions. Questions that trigger the thinking process. Questions that allow the coaches to discover the next steps. You learn more if you are formulating the answers instead of getting the answers – simply because it requires “putting things together.” I have learned that myself. The solution stayed with me when pondering a question and solving the problem. An answer that I only read is usually forgotten quickly.

I am excited when I realize that a method guides me to ask the right questions. For example, I am a big fan of the Evaporating Cloud, a tool from the Theory of Constraints body of knowledge. It is based on defining a problem as a statement of two opposing/conflicting ideas. So, to construct the evaporating cloud, you need to answer the question after these two conflicting ideas. It even goes further by guiding questions after the wants and needs.

Once you have this cloud, you “solve” it by asking for the assumptions. If there is a shared goal, there must be at least one wrong assumption on one side. Therefore, you ask for the assumptions, and you ask for each assumption whether it is valid. Once you find the underlying wrong belief, the conflict will evaporate.

This process represents a simple process, guided by questions to lead in a constructive manner to conflict resolution. I love it. I have a longer description of this method here.

Frey: If someone adopts structured visual thinking, what kind of results can they expect?

Kneupner: This question has again at least two layers.

First, the direct results depend on what method you follow and which notation you use. A selection of outcomes based on the notations is here:

Second, the indirect results come from having more ways of thinking about your problems. When I created only mind maps, I had a limited toolbox. Structured Visual Thinking brings more tools and, as such, allows me to pick the right tool for the right task.

Frey: How does mind mapping tie in with structured visual thinking?

Kneupner: A mind map is also a structured visual thinking tool. A mind map is a tree structure, and a child node is usually a detail of the parent node. Sometimes, the parent node is a question, and the children are the answers. However, this relationship is unclear to the tool, so that little support can be provided. We only know that there is this hierarchy of nodes.

The tree structure is often not enough. Most mind-map tools allow the creation of a link between two nodes. For me, it only shows that the mental model for the mind map is too simplistic and used in too many ways that the structure doesn’t always fit.

Sometimes, like when you want to describe a mind map of a book, the structure is excellent. You can detail what information is in which section. Vithanco supports, of course, mind maps. If you want to visualise something different, use a distinct visual language; hence, use another notation.

Frey: Is structured visual thinking strictly an individual set of visual thinking methods or can small teams use it to collaborate more effectively and get more done?

Kneupner: Jeffrey Conklin wrote this great book about Dialogue Mapping. He describes in great detail how a facilitator can moderate big groups of people to create a shared understanding, by reflecting a whole discussion into a single IBIS diagram. I have seen a resulting diagram with over 1,000 nodes, where people sat together over weeks to align on a difficult (“wicked”) problem with the help of structured visual thinking. Or think of the previously mentioned Align Stakeholder Method. Here, the facilitator brings a group together to align on the language used to discuss the problems. And did you ever try to define a project on your own? Me, neither.

I know that simple visuals connect people. They can transfer ideas quicker and communicate faster, allowing you to get feedback faster. A shared diagram in a group session will ensure everyone has similar mental models. A project set up by a group with a shared pool of meaning will nearly always be better planned than if only one person designed it.

Again, methods with the right guiding questions help a group to align on what is essential much faster. I believe that collaboration is critical and that groups can benefit even more than individuals. I have some ideas about how to make it even more relevant to groups but that will have to be told another time.

Frey: Where can the readers of this blog learn more about structured visual thinking?

Kneupner: I have the vithanco.com website, where I add more and more information as my time allows. I also write a newsletter. You can sign up at newsletter.vithanco.com.

I suggest the original literature for each of the methods but hope that my descriptions and the notation support through Vithanco are helpful to get started. However, I welcome all kinds of feedback. If you tell me where you need help with a method, notation or tools, I take it as an opportunity to improve my previous work.

Asking questions helps me. So, please, bring them forward!

So much about the interview, please let me know what you think. You can reach me on X/Twitter or Mastodon.

Robert started energetically, "Jane, I think we've found the key to our problems - we just need to run the forecast more often. It's the perfect enabler!"

With her ever-calm demeanour, Jane replied, "Robert, while frequent forecasting might be valuable, how do you see it driving us toward our strategic objectives?"

Robert gestured towards the screen, showing the new forecasting system's functionality. "By running it more often, we can get real-time insights, allowing us to be more reactive."

Jane nodded, "That could be a benefit. But is reactivity our main strategic objective? And are there not other factors to consider?"

Robert seemed puzzled. "Like what?"

Jane opened Vithanco and began laying out a map. "Let's use this tool to explore the connections. First, we identify our strategic objective. Let's say it's 'Maximizing Market Responsiveness'. Now, more frequent forecasts could provide benefits like real-time insights. But to achieve the objective, we may also need benefits like quicker decision-making or reduced forecast errors."

Robert chimed in, "Which comes from running the forecast more often!"

Jane smiled, "Partially. But let's think broader. For quicker decision-making, merely having insights isn't enough. We might need Changed Standard Operating Procedures, for example."

Robert looked at the evolving map on Vithanco, "Alright, I see that. And for reduced forecast errors?"

Jane continued, "Better input data quality. Running the forecast more often with bad data won't help us. Additionally, we might need new teams to analyse this data more frequently."

Robert leaned in, absorbed. "So, while my enabler is essential, it's just one piece of the puzzle."

"Exactly," Jane affirmed. "Each benefit might stem from multiple enablers. It's never as linear as it seems."

As they further detailed out the map, Robert's initial resistance waned. The clarity brought on by Vithanco's visual interface and Jane's expertise showed him the intricate web of connections between strategic objectives, benefits, business changes, and enablers.

The day's end saw a more comprehensive plan, where frequent forecasting, while crucial, was complemented by other enablers, ensuring that the project didn't just focus on one aspect but holistically moved towards the strategic objective.

Thus, with Structured Visual Thinking, Jane and Robert collaboratively ensured that their project was not just about a change but about the right change.

Comments

I hope you realise I didn't discuss the business changes for brevity's sake. They are between benefits and enablers. Please don't ignore them. 

The story is based on a true story, where the business case seriously looked like a triangle: one key enabler was enabling a massive amount of benefits. I am still looking for a realistic project with such a structure. Each benefit should instead have a set of enablers. 

Therefore, look at the shape of your diagram. In which direction does the triangle point? This is how it should look:

I got the comment about last week’s article that, in essence, it would have said that a good project manager would always keep an eye on the benefits.

I agreed wholeheartedly 😇. Ultimately, it is that simple. However, I wouldn't write a newsletter about structured visual thinking methods if I didn’t believe visuals could help clarify this thought and communicate it to others. 

The Benefit Mapping Method discussed in today's article is all about precisely that: visualise the structure of any change initiative, whether it is a project or an agile approach, and use the diagram to communicate better. The terminology leads to a simple diagram structure that makes underlying assumptions visible. The diagram will support the conversation about the change initiative. It will lead to a shared pool of meaning for all stakeholders. And that is ultimately the benefit of this method. 

Benefit Mapping: A Comprehensive Introduction

In today's ever-evolving business landscape, organisations are constantly looking for methods to help them achieve their strategic objectives. One such technique that has gained prominence is 'Benefit Mapping'. It provides a clear structure to visualise (via Benefit Breakdown Structure) and realise the potential advantages of various business changes. Let's delve deeper into what Benefit Mapping entails and how it hinges on Strategic Objectives, Benefits, Business Changes, and Enablers.

1. Strategic Objective: The North Star

In any organisation, a Strategic Objective is the ultimate goal or a set of goals the organisation strives to achieve. It represents the long-term vision of where the company wants to go with an initiative in terms of market position, profitability, customer satisfaction, or any other metric deemed crucial for its success. These objectives can be broad, like 'Becoming a market leader in the next five years' or specific, like 'Increasing online sales by 15% in the next financial year'.

Write these down. As so often, there is a superpower in making thoughts visible that would otherwise often end up as unspoken assumptions. 

2. Benefits: The Milestones on the Journey

While a strategic objective sets the direction, how do we measure our progress along the way? That's where 'Benefits' come into play. Benefits are tangible or intangible positive outcomes (see previous articles) that accrue to an organisation due to specific business changes. They act as the signposts confirming that you're on the right path towards your strategic objective. For instance, an increase in customer retention rate, a rise in sales, or an enhancement in operational efficiency can all be classified as benefits.

Agreed(!) Benefits are, therefore, what should be discussed much more in a project. A benefit is agreed upon if you find a stakeholder that signs up for this particular benefit (I wrote more about this here). Benefits are the tangible frame for the next two layers: Business Changes and Enablers (see below). Think of the agreed benefits as the End and the Business Changes and Enablers as the Means to achieve project success. 

Agreed benefits should be connected to the relevant objectives. Why would you aim at the benefits if you cannot connect them? Again, make assumptions visible and trigger discussions. It would be best if you achieved a shared understanding for all stakeholders. 

3. Business Changes: The Path to Benefits

Now that we have set our sights on the strategic objective and understood the benefits, the question arises - how do we achieve these benefits? This is answered by implementing 'Business Changes'. These are modifications or transformations in the way an organisation operates. Business changes can be:

- Process-Oriented: Changes in operational procedures, like adopting a new sales strategy.

- People-Oriented: Changes affecting the workforce, such as training programs or organisational restructuring.

- Technology-Oriented: Implementation of new systems or tools.

Be specific about each business change. Each business change is expected to deliver one or multiple benefits which cumulatively contribute to achieving the strategic objective. 

4. Enablers: The Tools to Facilitate Change

Change can only be realised with the right tools, be they physical, technological, or conceptual. 'Enablers' are factors that facilitate the implementation of business changes. For instance, a new software application can be an enabler for improving data analytics. Similarly, a change management workshop might be the enabler for smoothly transitioning to a new organisational structure.

If you want, and I highly encourage this, then break down the enablers to a level of detail that allows people to understand the project’s complexity. This means that enablers are dependent on other enablers. But don't try to model all the details upfront. The understanding of the initiative will change over time. But drill down for those enablers that the project is working on. 

Mapping It All Together

Benefit Mapping is essentially about drawing connections:

- Linking Strategic Objectives to the Benefits that signify their achievement.

- Connecting Benefits to the Business Changes that will bring them about.

- Tying Business Changes to the Enablers that will make these changes feasible.

Be aware that the change initiative is typically only providing the enablers. The receiving organisation must act according to the business changes to achieve the benefits. 

Using a tool like Vithanco, you can easily put it all together and draw a simple-to-understand diagram that reflects the shared understanding of the change initiative.  Imagine this diagram to reflect the structure of your change initiative. Imagine how the clear lines would flow from an enabler to a benefit, setting the context for that enabler.

Organisations can gain a clear picture (pun intended!)) of the journey ahead by visually representing these connections in a Benefit Breakdown Structure. They can prioritise actions, allocate resources efficiently, and ensure that every step taken is in sync with the overarching strategic objective.

Conclusion

Benefit Mapping is not just about creating a visual diagram but understanding the intricate relationships between objectives, benefits, changes, and enablers. It is a mindset to structure communications around change initiatives. By adopting this technique, organisations can navigate the complexities of business transformation with clarity and confidence. The Benefit Breakdown Structure, after all, is a guide to the treasure – and in this case, the treasure is the realisation of strategic objectives and, of course, benefits along the way. 

Bonus

I visualised the key concepts of this article via a Concept Map. Does it help?

A bigger version of this diagram can be found here.

As Lucas embarked on a new project, he couldn't help but feel a mix of excitement and trepidation. The goals were clear, and the team was ready, but he knew that staying on track and delivering real value was paramount. That's when he crossed paths with Mia, a seasoned project management guru with a penchant for seeing projects through the lens of benefits.

"Mia," Lucas inquired tentatively, "how can I ensure that this project doesn't just end up being another checklist of tasks? I want to make sure we're delivering tangible value."

Mia smiled knowingly. "Lucas, have you ever heard of the Benefit Breakdown Structure?"

Lucas shook his head, intrigued.

"Well," Mia began, "imagine a roadmap that starts with the end in mind. The BBS notation is like a treasure map that guides you towards maximising the benefits your project can deliver."

Lucas leaned in, his curiosity piqued. "Tell me more."

"Picture this," Mia continued, "before you dive into the nitty-gritty of tasks and technology, start with the big picture. What's the strategic intent? Why are we investing time and resources in this project? Connect it to the company's overall strategy. Think of the project as an investment."

Lucas nodded, seeing the wisdom in Mia's words. "And then?"

Mia's eyes sparkled with enthusiasm. "Next, identify the benefits. Look at the project proposal and align it with the investment objective. What benefits can you aim for? Remember, a benefit isn't just a byproduct; it's something a stakeholder values."

Lucas scribbled notes furiously, his mind racing with possibilities.

Mia said, "Now, think about the business processes that need to change to realise each benefit. Benefits aren't conjured during the project; they're brought to life by changed processes by another organisation other than the project team. Which processes will bring these benefits to fruition?"

Lucas marvelled at the depth of insight. "But what is the project doing then?"

"Ah, the enablers," Mia said with a smile. "These are the elements your project will deliver. They're like stepping stones that pave the way for the changed processes. They're what make the benefits achievable. When you visualise objectives, benefits, business changes, and enablers as a network of boxes connected by arrows, you can follow the path from an objective to a specific task in your project through benefits and changes. This path provides the context for each task.

Lucas felt a newfound sense of clarity as he absorbed Mia's guidance. "Mia, this is incredible. It's like having a guidepost that keeps the project's purpose and value at the forefront."

Mia nodded in agreement. "Lucas. And remember, you won't always define the entire structure from start to finish. It's okay to work at it over time, adapting and updating as needed. You might even uncover dis-benefits, but that's a valuable part of the process."

Throughout the project, Lucas applied the BBS notation diligently. As Mia had predicted, it kept him aligned with the actual objectives, helping him make informed decisions and prioritise what mattered most. He found himself contemplating benefits before solutions, and it transformed his approach.

The actual test came during a crucial meeting where a new technology was proposed. His stakeholders were pushing hard: the shiny object syndrome at its worst. What should he do? Lucas remembered Mia's advice – don't fall in love with an idea; fall in love with a benefit. Instead of arguing against the technology, he questioned how the proposed technology aligned with the intended benefits and how it would change processes to create value.

Lucas's insightful queries led to reevaluating the technology, ultimately saving the project from veering off course. The team was grateful for his strategic thinking, and stakeholders were impressed by the focus on benefits.

As the project concluded, with objectives met and benefits realised, Lucas couldn't help but marvel at the power of the Benefit Breakdown Structure. It wasn't just a notation; it was a guiding philosophy that had transformed his approach to project management.

With Mia as his wise guide and the BBS as his compass, Lucas navigated the complex waters of project management with a newfound confidence. The lessons he'd learned would continue to shape his career, reminding him that true success wasn't in tasks accomplished but in benefits delivered.

Closing Remarks

I will explain the BBS in a later newsletter from a more technical perspective. But to better understand how the BBS from the story could look, please refer to the following diagram.

You read a BBS from the right side to the left. An arrow means that the right side is the context for the left side.
More information can be found here: Benefit Breakdown Structure Notation

But is it even a benefit to say that customers like you better? The answer is a clear “It depends". It might be all that matters for a small café at the corner of a residential area. But it will be difficult to say how much a customer will like you better if you decorate the café differently. And it will also be challenging to say how your turnover will move by a different decoration.

But if I were a decorator, then I would happily sell the "benefit" of better-liking customers to the café owner, knowing that I would improve the turnover (and hence profit) with a nice decoration. Conversely, the company’s turnover might not change if you decorate a back office. But maybe the workers feel better? Is that a benefit? Possibly, there would be beneficial knock-on effects.

What is a benefit?

Our definition is quite simple: it is a benefit if you find somebody willing to stand up and say, “This is a benefit", and is ready to spend his money (or reputation, or KPI, or... ) on it. It doesn't mean you have to deliver the benefit just because you have identified it, but there is a benefit, and you have a benefit owner.

Why is a benefit owner important? If you continue thinking about the café, imagine the decoration includes flowers or other plants. Someone will need to water them. Someone will need to take ownership of the delivered solution ("decoration") and start working with the delivered solution, and realise the benefit (improved customer impression).

It is a typical situation that a solution delivered will not automatically create benefits. Instead, it will require some change in how the business is run ("care for plants") that will lead to the benefit. The benefit owner needs to be the person who executes these changed behaviours/processes directly or via others.

By the way, it works as well in the other direction: if you go to the team lead and tell her that she can save 10min in a process by making a change to the team's processes, and she ("benefit owner") says no, then we don't consider it a benefit. She won't be willing to push for the changes needed, and the benefit will not materialise, at least not to the expected amount. She might have good reasons for her opinion, and it is worth listening to her argumentation. Was a similar approach already attempted three years ago and failed? Well, what could be done differently this time? And if she thinks that only 5 minutes can be saved with the changes discussed, then the benefit is a 5-minute saving, not a 10 min. If the benefit owner won't commit, the project has no benefit. Ultimately, the benefit owner needs to feel responsible for the benefit if the project starts.

Structure to the help

It helps to think about the different kinds of benefits in a more structured way. The structure allows us to ask the right questions. There is a "hierarchy of benefits". The different benefits are described in the table below.

A measurable benefit is also observable, a quantifiable benefit is measurable, and a financial benefit is quantifiable. We all want to have well-defined financial benefits for every project. But actually, that is rarely sometimes the case.

We have seen a business case based on a clear financial benefit. The story was similar to this: The project team promised to shorten the time to do X from 20 min to 4min. We have Y people working on doing X. The expectation was that the workforce could be reduced by 80%, amounting to a large annual sum of Z. The project was "successful" in delivering the change, shortening the execution time of X from 20 minutes to 4 minutes, which summed up to a vast sum of minutes saved by the hundreds of executions per day. However, the financial benefit didn't materialise. Due to the reduced time to execute and the resulting faster turnaround, more people requested the work from the team in question (a 2nd order effect). Ultimately, the team needed to grow to fulfil the significantly increased demand. Therefore, key stakeholders considered the project a big failure as the benefit wasn't delivered. But the project did exactly what it was supposed to do. It would have succeeded based on a quantifiable benefit of execution time (20 minutes down to 4 minutes). Financially (within the agreed measure, team size), it failed. Unfortunately, the project team couldn’t pinpoint a financial benefit from a faster execution rate. And those weren’t part of the KPIs anyway.

A lesson from the story: always include a measure of the executions of X, not just whatever you measure about X. And you should consider whether a change of X might lead to a change in the number of executions.

What is the task of the benefit owner during the project?

Ultimately, our benefit owners must stand up for the project and its impact on their respective benefits. The project cannot change a team size; that can only be the person responsible for delivery, who should be our benefit owner. Hence, they have a unique role in project success and should be treated as such.

Projects often take months or years. I have seen a project being silent for over a year and presenting a "solution” to an unprepared benefit owner. The solution didn't match its expectations, and the benefit disappeared whilst looking at it.

What to do? Turn it around! If you identified the benefit owners early on, you must work with them throughout the project. Keep the benefits owners informed during the process and double-check whether the proposed solution fits the problems. Make changes to the solution if needed. Adjust benefit size if required. But ensure throughout the process that you have the goodwill of the benefit owner (and still a viable project). Without them, the benefit will not be realised. You will need the full buy-in at the time the solution is ready. Or you could provide them with more but more minor changes, already testing the impact of later steps. This will provide you with significant insights for the rest of the project.

So, as project manager, just set up regular meetings with your benefit owners and discuss where you are. We suggest a midoesn’tf every three months. It doesn't have to be a long meeting, but they need to know what the project will bring. And the project manager will need to adjust the project to the needs of the benefit.

Read more

If you want to read more, read this article.

We’ve all been there. New client, new jargon, and everyone seems to have their own unique interpretation of certain terms. I recall when the simple term “chassis” was borrowed from the automotive world and used in a project I was working on. It seemed straightforward initially, but the more people tried to explain it, the fuzzier it became. Some saw it as the whole software ecosystem; others viewed it as an abstraction layer. The confusion was rampant, but everyone was unknowingly talking past each other, slowing down the project significantly.

Here’s where I pulled out my secret weapon - the Concept Map. Have you never heard of it? Let me enlighten you. A Concept Map is a visual tool that helps define and clarify terms or concepts by illustrating their inter-relationships. Think of it as a simplified diagram that anyone can grasp within a few minutes. It’s as easy to create as a Mind Map - you just put concepts in boxes and draw lines between them, accompanied by relevant verbs or prepositions.

Take a look at the example below:

This illustration shows three basic concept maps, each featuring two concepts linked by a relationship. Each connection narrates a story, such as “Concept A relates to Concept B”, “a dog is a mammal”, or “The library card is needed to borrow library books”. The brilliance of Concept Maps lies in their simplicity and ability to be easily modified based on new or corrected information. A bigger Concept Map on the topic of this article may look like this:

Remember the chassis conundrum? I followed the Align Stakeholders Method: I drew a Concept Map with two individuals with similar interpretations of the term. As I presented it to more people, the differences in understanding surfaced, sparking some challenging yet productive discussions. Eventually, we ended up with a comprehensive Concept Map featuring 40 concepts, encapsulating the team’s unified vision of “chassis.” As a result, we saved at least a month of back-and-forth and set a trend of creating a Concept Map for every initiative. Or so we thought because when I presented the map to senior management and asked for their feedback, they were “not amused”. We needed to further align our understanding with them (the creators of the Chassis concept) and save even more time because it turned out we were working against leadership’s intentions.

Simply put, a Concept Map is a practical tool that reveals discrepancies in understanding. And guess what? It’s super easy to use, making it an excellent tool for alignment in complex environments, potentially saving days or even months.

As freelancers or knowledge workers, starting a new engagement can be daunting. Utilising Concept Maps accelerates your understanding of the task and may help you identify and rectify misalignments.

But there’s more to it! By reflecting on your understanding of the client, discussing its correctness, and delivering your first piece of actual work within the first few days, you establish a solid foundation for your engagement and demonstrate your immediate value.

Want to master the art of Concept Mapping? Don’t hesitate to reach out! I’m here to guide you in ensuring your client’s alignment.

Recall the vista from where we concluded last week.

We earmarked 'lack of priorities' as the crucial leverage point. We acknowledged that it requires more than merely setting priorities. It's about integrating them into your daily routine and using them as a compass to guide your actions. Today, we will dissect how to make this actionable, incorporating the power of structured visuals.

We've located our leverage point. Now, we could improvise from here or strategize upfront, accelerating our trajectory towards our objectives. Here is where the Future Reality Tree (FRT) comes into play. It's kin to the CRT, yet it takes a mirror approach: while the CRT traced the path back from the effects to the root cause, the FRT propels us forward from the change (which we'll refer to as 'injection') to its potential impacts, both positive and negative, focusing on amplifying the positive and dampening the undesired adverse effects.

Now, what would that journey look like?

We kick-start with our 'injection', the catalyst for change. From this point, our mission is to mitigate any undesirable effects we spotted in our CRT - our departure point from last week's discussion.

The detailed roadmap to achieve this will be dissected in an upcoming post. At its core, it's about forward thinking - envisioning the domino effect of the injection. In this scenario, setting priorities empowers you to concentrate on high-value tasks. However, without structuring your day, it's unlikely to manifest. I've realized the importance of adequate sleep and regular exercise to keep the energy tank full instead of running on fumes. Thus, the potential outcome might look something like this:

This is a cause-and-effect diagram revisited. Notice the thicker, reddish line on the left? Its downward trajectory stands out. This is a reinforcement loop. Having spare time empowers you to regularly reassess your goals and priorities, which are dynamic and will inevitably evolve. Incorporating reinforcement loops isn't mandatory, but it's a beneficial strategy to strive for.

You've now constructed a proactive to-do list to counteract the unwanted effects we started with. The mere identification of a leverage point could have propelled you forward. Yet, thinking ahead and strategizing can catapult you further along your path.

And when reality, as it often does, demands a different trajectory, you'll have a robust foundation to pivot from. With this empowering toolkit, you're ready to navigate the future with confidence and agility.

Picture a desk groaning under the weight of an ever-expanding to-do list, and you're unsure where to commence. This article takes inspiration from a challenging phase in my life and presents a blueprint you can utilise to avoid reaching such an impasse. The obstacles, or in this context called Undesired Effects (UDEs), in my life, were as follows:

• Too much to do

• Spending time on the wrong things

• Too little progress

• Feeling Exhausted

• Putting myself under pressure

• Working long hours

The vital aspect to note here is that these UDEs centre around me and my struggles in achieving productivity. But any set of UDEs that align with a singular goal can serve as a valid starting point. If you want to try a similar process, brainstorm a set of current UDEs you face and follow the procedure outlined below.

Map them out visually, each UDE becoming a separate note.

The objective is to pinpoint the one change I can make that would significantly enhance each UDE. How could that be done?

Unravelling the UDE Mess

If your list is big enough, you'll observe that some UDEs directly cause others, which should now be made evident by connecting the UDEs to reflect this causation. By saying this, I imply that if UDE A causes UDE B, we denote this as a line A -> B in the graph. When multiple UDEs cause another UDE together, we’ll express it as A + B -> C. Otherwise, A -> C and B -> C mean that two different reasons can independently cause C. Certain aspects will remain immutable, like the weather or our need for sleep, which we'll categorise as "Given" instead of UDE. They can contribute to a UDE but remain beyond our control and hence won’t need subsequent causes.

The process of creating this interconnected map might yield something like this:

In this half-finished map, only two UDEs remain causeless (at the bottom). Please note that new nodes are added on the fly, adding causes to the graph. This graphical representation gains value only if it accurately mirrors reality. During this process, we should, therefore:

• Evaluate each new element: When dealing with feelings and emotions, ensure we aren't fabricating them. Ideally, all nodes in the graph are falsifiable statements that we can validate.

• Question each connection: Is there a real cause-effect relationship? Does A invariably lead to B, or is another factor required?

• Search for additional causes: Even if determined a cause for a UDE, we should probe for other possible reasons.

A complete list of these checks is available as Review Logical Reasoning

With this in mind, keep connecting the graph until you have one (or only a few) non-connected UDE left. This is your leverage point.

Identifying the Leverage Point

Ultimately, my graph evolved into this:

This connected graph pinpoints a single changeable UDE that instigates all other UDEs, symbolising my leverage point. The revelation was that I had neglected to prioritise my tasks at that life stage.

Once I acknowledged the pivotal role of prioritisation became clear

• I need to focus on the right tasks

• I could curtail my working hours after doing the essential items

• I could alleviate self-imposed pressure as I knew that the vital things were dealt with

• I could reduce exhaustion since I worked less

• I could see meaningful progress and manage my workload effectively.

In retrospect, these issues are intrinsically linked to a lack of prioritisation. By defining clear priorities, the entire situation began to improve. It required more changes, like setting time aside each day to plan.

Recap and Next Steps

What steps did I take?

• Commenced with a list of UDEs

• Created a logical graph connecting these UDEs

• Identified the leverage point as a mutable problem instigating all other UDEs

Is it feasible for all my problems to stem from a particular issue? Your UDEs must align with a specific goal to achieve this clarity, but even though sometimes, it is more than just one UDE that needs changing. But it will be a small number and make the situation more controllable. Multiple goals might yield multiple leverage points, which would require further prioritisation. But let's save that for another day.

Further Links

• Current Reality Tree Notation: the notation used for this method

• Theory of Constraints: background of this notation and ultimatetly as well of the method.

• Vithanco: the tool used to create the graphs

• Categories of Legitimate Reservations: Review a logical diagram for validity

Story Time: The Case of the Dead Car Battery

Let me introduce you to a practical tool called 5 Whys. Picture yourself as Sherlock Holmes, but you’re hunting down elusive root causes instead of solving high-profile crimes. Like any good detective, you will need more than the initial explanation. Let’s face it; the first layer is often just a smokescreen for the real culprits lurking beneath. Your weapon of choice? The disarmingly simple question: “Why?”

Imagine your car, a trusty old gas guzzler, refuses to start one fine morning. Ask, “Why?” The answer: a dead battery. Now, you could stop there, rope in a mechanic, and get it fixed, but would that truly resolve the issue?

Let’s probe deeper. “Why is the battery dead?” A defective alternator is to blame. But wait, what led to the alternator’s downfall? “Why isn’t the alternator working?” Ah, the alternator belt is broken.

We’re getting somewhere now, but hold on! Have we indeed unearthed the root cause? Replacing the broken belt could give your car a new lease on life, but that’s akin to treating a symptom, not the disease. We’re after a behaviour change that we control and can be addressed to prevent future issues.

“Why did the alternator belt break?” you ask. The belt had served beyond its expected lifespan and hadn’t been replaced. So now we’re onto something. “Why wasn’t it replaced?” Because, in truth, the vehicle has yet to be maintained as per the recommended schedule. Bingo! We’ve struck gold.

Regular vehicle maintenance is a behaviour we can alter. The earlier stages in our line of questioning led us to uncontrollable variables, but by persevering with our “whys,” we found a point of intervention. Maintenance might cost a pretty penny, but isn’t it better than footing the bill for an emergency repair?

Unveiling the Method

This root cause analysis unfolds beautifully when depicted visually, and the IBIS notation serves as an ideal framework. Our detective journey can be traced in a simple, structured graph, bringing clarity and order to problem-solving.

So, why the 5 in 5 Whys? It’s a heuristic, a general rule that reminds us to dig deeper than our instincts suggest. You might strike root cause gold on your third “why,” or perhaps you’ll have to excavate to the eighth. The magic number five encourages you not to settle for an easy answer. Keep digging until you unearth a changeable behaviour which allows you to barricade the path to recurring issues.

Interestingly, the 5 Whys method has its roots in the Toyota Production System, a brainchild of Sakichi Toyoda, founder of Toyota Industries. It has since been embraced by various businesses and industries worldwide, offering a simple, accessible, and practical approach to problem-solving.

Despite its straightforwardness, it’s crucial to acknowledge the 5 Whys method’s potential limitations. It hinges on the people’s knowledge and insight in the process. The method may uncover the underlying issue if they comprehensively understand the problem or have the knack for discerning root causes. In such cases, more sophisticated problem-solving tools might be worth exploring.

Bringing it All Together

A root cause is a behavioural origin of the problem that you can rectify.

The 5 Whys method is all about:

1. Identifying the problem.

2. Asking “why” the problem happened.

3. Probing deeper with each informative response by asking “why” again.

4. Persist with the “whys” until you discover a root cause or have exhausted your lines of inquiry (in which case, seek more perspectives or try a different method).

5. Upon hitting the root cause, devise strategies to avert the problem’s recurrence.

In conclusion, the 5 Whys method is more than a problem-solving technique; it’s a journey into the heart of issues, unmasking behavioural culprits and empowering us to take effective action.