Topic guide

Forecasting and Decision-Making

Forecasts are ranges with assumptions attached. Most of the damage happens when they get reported as dates.

A forecast is a structured expression of uncertainty. Almost every failure in this area comes from stripping the uncertainty out — converting a probability into a promise, a range into a date, and a set of assumptions into a commitment nobody can trace back.

These articles cover the arithmetic and the psychology together: why ten sensible assumptions multiply into an unlikely plan, why more data cannot make an adaptive system predictable, and why "data-driven" is not the same as evidence-based when the data still requires interpretation.

Articles in this guide

  1. How to Explain Statistical Distributions Without Starting With the Maths

    What Monty Python, Douglas Adams and Groundhog Day can teach us about uncertainty, probability and Monte Carlo analysis

    Interactive simulation: Hitchhiker's Guide to Distributions →

  2. Probabilistic Delivery Forecasting for Product Managers

    Why a fixed deadline hides uncertainty, and how probabilistic forecasts support better product decisions.

  3. Compound Probability in Business Plans: Peep Show and Football Accumulators

    Mark Corrigan explains why a ten-leg football accumulator and a ten-assumption business plan fail for exactly the same mathematical reason.

    Interactive simulation: Compound Probability — Why Programme Plans Fail Like Accumulators →

  4. AI Football Forecasting and Open Systems: Chris Kamara Explains

    Why more data cannot make an open system predictable, and what goes wrong when a 57% probability gets reported as a promise.

    Interactive simulation: Open Systems and the Limits of Prediction — An Interactive Model →

  5. Data-Driven Product Management: E.H. Carr and the Interpretation Problem

    E.H. Carr and the Myth of Data-Driven Product Management.

  6. Stakeholder Objectives and Misaligned Incentives: Lessons from the Likely Lads

    Two failure modes that stakeholder management usually treats as one: people who do not share your objective, and people who share it but are quietly optimising for something else.

    Interactive simulation: Stakeholder Objectives — Misalignment, Side Quests and Invalid Goals →

Where this gets applied

Work Simulator is a Monte Carlo platform built precisely to produce confidence ranges instead of single dates.

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