
My recent post on Crystal Clear caused a bit of a stir.
One of the common threads was around “Just Enough”.
In 1996, the product team I led at Reuters transitioned over to DSDM (Dynamic Systems Development Method) from RAD (Rapid Application Development). And the 20-years have flown by since.
DSDM advocates “just enough” across much of what you do in the method. For instance:
- “Just enough” work up front to ensure clarity of objectives.
- “Just enough” to provide a firm foundation for solution development.
- “Just enough” analysis is performed
- Just “enough design up front” (EDUF) at the start of the project.
Even before you start development, “the effort associated with Feasibility should be just enough to decide whether further investigation is justified or whether the project should be stopped now.”
“Just enough” strikes a delicate balance
“Just enough” work up front strikes a delicate balance that brings clarity without overloading a team with unnecessary detail or rigid plans. This approach offers several key benefits:
Clarity of Objectives Ensures Direction Without Limiting Flexibility
Doing “just enough” up front means investing time in clarifying why the project matters and what success looks like.
When everyone understands the objective and desired outcome, it becomes easier to make decisions and stay aligned without needing constant re-evaluation.
Clarity around goals gives teams the confidence to move forward with purpose while leaving room for adaptation. With clear objectives, team members can make informed, independent choices that advance the project while maintaining cohesion.
Creating a Strong Foundation for Development or Planning
Starting with just enough work to build a foundation allows teams to develop a shared understanding of the key elements of the project, such as user needs, primary requirements, or critical milestones.
This upfront alignment helps everyone focus on what’s important and avoid later confusion or backtracking.
A foundational understanding also means teams are less likely to become distracted by peripheral issues. Instead, they can hone in on the essential features or steps, which creates momentum and makes the project easier to manage.
Enabling Rapid Course Corrections and Adaptability
With “just enough” planning, teams avoid getting bogged down in excessive detail that may quickly become outdated.
This initial level of clarity is a flexible base, making it easier to course-correct without feeling locked into a rigid plan.
Because over-planning often leads to assumptions that don’t always hold up in practice, having a flexible foundation means the team can pivot more easily based on new information or feedback, which reduces the risk of investing too heavily in a path that doesn’t work out.
Efficient Resource Allocation and Risk Management
A “just enough” approach helps teams prioritize their time and resources wisely. By focusing on only what’s essential at the outset, they can allocate resources to the areas that have the most impact, avoiding waste and minimizing the risk of burnout.
Just enough work up front also allows teams to identify potential risks and roadblocks early without getting lost in exhaustive detail. This strategic investment in foresight makes it possible to handle risks before they escalate.
Facilitates Buy-In and Encourages Team Engagement
When the upfront work is minimal but meaningful, it’s easier for team members and stakeholders to buy in. They can see the value without feeling overwhelmed by complex plans or rigid requirements.
Team members feel empowered to contribute their ideas and insights when the foundation is clear but not restrictive. This encourages creativity and a sense of ownership, leading to a more engaged and motivated team that is invested in achieving the objectives.
Reduces Waste While Maximizing Value
Doing only the essential work up front means that teams can focus on delivering value early, addressing the most pressing needs and goals. This way, efforts are directly tied to impactful outcomes rather than hypothetical scenarios that might never materialize.
This approach aligns with Lean principles, where minimizing waste and maximizing value are primary goals. By avoiding detailed, speculative planning, teams maintain agility and focus on delivering tangible value in each cycle.
In Summary: Clarity Without Constriction
“Just enough” up-front work provides clarity, alignment, and focus without stifling the team’s ability to adapt and innovate.
This approach equips teams with a solid understanding of the objectives and constraints, allowing them to make decisions with confidence and adapt quickly to new insights.
In practice, I’ve realized that it’s a critical way to maintain momentum, stay aligned with goals, and deliver value efficiently. It’s also common sense (most of us don’t apply it very well at work).
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