STR.16:2 - Problem

A provider can promise new customer capabilities while its own development remains a list of ambitions. Research is credited with a product result it has not established; preparing a performer is credited with organizational capacity before allocation exists; a common library is counted as free support for every application. Alternatively, each branch budgets an independent copy of methodology, tools and preparation even where a common contribution would work.

A programme tree makes these mistakes hard to see. A scientific inquiry can be inside the organization’s development programme without being an input to its next commercial release. A method can support two products without its entire research field becoming subordinate to those products. Two branches can have no result dependency and still be unable to coexist because one expert supplies both.

The practitioner must construct a combination whose results remain meaningful, whose support is obtainable, and whose joint burden fits. When further development is an intended result, the answer must also say what changes after success: completing a familiar delivery does not by itself develop the ability to handle a harder problem or improve the way development is organized.