★
Anchor to purpose
“serve the strategic objectives and the project purpose over going through the motions”
Every step, document and meeting exists to serve the project purpose and therefore the organisation’s strategic objectives — if the project doesn’t do this, question why you’re doing it. Don’t forget the purpose of what you are doing!
Why it matters to the model: The test that sits behind every other principle, and the reason the model stays lean.
1
Clear accountability & authority
“one owner over split leadership”
One accountable owner per project, empowered to decide within agreed guardrails; forums clear the path, they don’t redesign the work.
Why it matters to the model: Gives the model a single accountable owner per activity and a Sponsor/PM who owns delivery.
2
Report the real colour
“honest status over managed narrative”
Status is reported as it is, not as hoped — an amber that is really red is worse than no report at all.
Why it matters to the model: Makes the RAG in the reporting chain trustworthy, so the stop and escalation triggers actually fire.
3
Fit for purpose
“good enough over gold-plated”
Nothing is built beyond what its audience needs in order to act. Don’t over-engineer.
Why it matters to the model: Keeps every template and report “just enough” — the source of the framework’s lightness.
4
Plan to the critical path
“dependencies over a list of dates”
The plan is built from task and milestone dependencies to find the critical path — the sequence that sets the earliest finish.
Why it matters to the model: Shapes the Project Plan spine that every other document rolls up to.
5
Prioritise
“Decision and resource the critical path over everything equally. The rest will flow from this”
Decisioning and Resourcing follows the critical path and the team’s real capacity — not territory, seniority, or other ambitions.
Why it matters to the model: Tells the model where to put scarce people and attention.
6
Narrative flow & roll-up
“one rolled-up story over scattered reports”
One plan with five levels or fewer; every RAID item links to a milestone; everything rolls up from the single weekly report.
Why it matters to the model: This is the information & reporting chain: Plan & Logs → Weekly → Monthly → Portfolio or Board.
7
Willingness to stop
“reassess and stop over persist regardless”
Assurance re-tests strategic fit and deliverability each cycle; a project that can’t align is stopped — money already spent is not a reason to continue.
Why it matters to the model: Why the model has stage gates and independent assurance, not just a one-time Green Light.
8
Right-size governance
“least sufficient process over one-size-fits-all”
A block is added only on a real trigger, never pre-emptively; assurance is profiled to the real need.
Why it matters to the model: The rule that drives the four tiers and progressive disclosure — start light, add on trigger.
9
Compose from standard blocks
“standard reused over bespoke built”
Use the standard block unmodified — change the ask before the block; the content and branding are yours to make your own.
Why it matters to the model: Why the model is a reusable pack of templates, not a bespoke build each time.
10
Access over ownership
“rent, contract, automate over hire, build, by-hand”
Default to accessing capability and capacity rather than owning it; own only what is genuinely core.
Why it matters to the model: Keeps the model — and the teams that run it — low-overhead.
11
Learn and improve
“update the standard over repeat the mistake”
Teams refine as they go; lessons flow to the custodian, who updates the master block so the next project inherits the fix.
Why it matters to the model: The loop that keeps the model itself improving over time.
12
Capable to deliver
“proven capability over ‘someone who has capacity’”
Staff the project with the mix of skills it actually needs to deliver; running business-as-usual is a different discipline from project management.
Why it matters to the model: Capability is what turns the process into delivery.
Simple Solution
how the solution is chosen
Buy over buildPre-packaged over bespoke.
One platform over best-of-breedThe fewest systems that meet the need.
Configure over customiseDeclarative configuration over custom code.
Just enough, just in timeSwitch on only what’s needed now.
Add on demand over big-bangExtend as gaps appear.
Low Maintenance
how it’s sustained
Consolidate and stabiliseThe fewest moving parts.
Rent expertise over hireVendor and specialist support for the non-core, full-lifecycle where possible.
Automate over manualRemove manual handling and inputs.
Total cost of ownership over upfront costWeigh run, support and upgrade — not just build or buy.
Design for minimal operational footprintAim for the least to run and support, with a measurable target.
Reversible over locked-inPrefer choices you can unwind if the vendor, platform or approach stops serving you.
