A Practice represents a repeatable way or strategy of doing work to achieve a goal that has a positive impact on work product or process quality.
Practices are defined orthogonal to methods and processes.
A practice provides a systematic and verifiable way of addressing a particular aspect of the work at hand. It has a clear goal expressed in terms of the results its application will achieve. It provides guidance to not only help and guide practitioners in what is to be done to achieve the goal but also to ensure that the goal is understood and to verify that it has been achieved. Examples for practices would be “Manage Risks,” “Continuously verify quality,”, etc.
Capability Based Analysis and Planning Practice
The idea of Capability is versatile and seeing the world, an organisation, community, or product through capability lenses offers insights not found elsewhere. A capability perspective is first and foremost part of the performance theme of perspectives. It is a perspective that interweave well into performance and investment management as well as benefit and program logic reasoning.
Concept Development Practice
The Concept Development practice provides ways of thinking and working that deliver knowledge about the most important concepts and ways, intentions and quantitative and qualitative characteristics. This knowledge serves as the preferred basis for design, development efforts, daily operations, as well as for evaluations and learning.
Knowledge Management Practice
The Knowledge Management practice provides ways of thinking and working for creating, capturing, sharing, agreeing, using, curating, and managing knowledge. The practice aims to unlock, realise, and optimise the value of knowledge.
Bricks and Mortars Practice
The Bricks and Mortars practice provides ways of thinking and working for analysis and organisation of Talking points into canvases. The practice aims to create visual and effective tools for knowledge capture and discussions.
The practice of cataloguing, that is keeping track of things of interest, is a powerful tool for effective knowledge management in an organisation. A Catalogue is a collection of Units of Knowledge of interest to Interweaving or Architecting.
The Body of Knowledge provides a set of catalogues, organised in themes, that constitutes a backbone for a teachable practice and profession.
The entries in the catalogues are not to be cleanly identifiable as "fixed". The reality is, they are flexible. It remains the responsibility of the Interweaver to interpret the client needs through the use of the catalogues, allowing for variation, creativity, novelty, and abstraction as required to suit opportunities, problems and solutions.
The catalogues are not intended to form a universal language. They are descriptive catalogues and has a cognitive bias, which means that the catalogues aims at capturing entities, phenomenons that are created, shaped, and practiced by humans.
The catalogues may be modified and enriched by specific organisational needs, practices, situations, and approaches to Interweaving. Entries may be added, removed, deemphasised, or changed to accurately reflect the nature of, choices made in, and evolution of a specific approach.