The sample package: a fictional company, mapped for real.
This is what an Operational Discovery and Canon Build engagement hands over — run against a made-up storage-and-moving business so you can judge the method and the artifacts before anyone pays for them.
Three rules produced everything below, and they are the point:
- Nothing becomes true because software said so. Every asserted line cites a record the (synthetic) owner approved. The real package prints each record's full identifier; here they are shown as generic markers like approved record #1.
- Uncertainty stays visible. Anything not approved is marked PROVISIONAL, and open questions are a deliverable — not an embarrassment to hide.
- Versions are never silently rewritten. Approved documents change only by making a new approved version.
Current-state operating map
01-current-state-operating-map.mdWho holds which seat (excerpt): June Okafor → Office Manager approved record #1 · Carlos Vey → Operations Manager approved record #2 · Dana Merrick → Owner approved record #3 · Theo Brandt → Fleet & Maintenance Technician approved record #4
Who owns which work (excerpt): Move-day handoff (board & status) — owned by Operations Manager approved record #5 · End-of-day payment reconciliation — owned by Office Manager approved record #6 · Delinquent unit lien and auction process — owned by Owner approved record #7
Not yet decided (PROVISIONAL): 136 findings still await review — the map says so instead of pretending completeness.
Authority & decision model
02-authority-and-decision-model.mdApproved by the synthetic owner as governed Canon v1. Decision rights, per seat (excerpt): the Operations Manager is accountable for damage claim handling, the move-day handoff, and the night-before customer confirmation; the Owner alone is accountable for the delinquent-unit lien and auction process.
The same document states the concentration risk it creates: one seat accountable for three workflows is a single point of failure if the holder is unavailable.
Workflow SOP
03-sop-move-day-handoff-board-status.md"Move-day handoff (board & status)", Canon v2 — developed from discovery evidence and approved by the synthetic owner, with ownership and open questions carried inside the document.
One known wart, kept on purpose: this sample was exported before an extraction fix, so the approved v2 embeds a placeholder line in its current-practice section. Approved versions are never silently rewritten — fixing it means developing and approving a v3. That is the governance working, and you get to see it.
Open questions & evidence gaps
04-open-questions-and-evidence-gaps.md46 questions surfaced by discovery remain open — each is a place the business's own people disagreed or the evidence ran out. A few, verbatim:
- Does Priya's version of the delinquency process match June's official version?
- Should after-hours calls still forward to Len's cell, given Len has asked staff to stop telling people that?
- How should the dolly inventory discrepancy (eleven on paper, seven located) be resolved?
- What did Rhonda's scheduling and claims binder contain, and how can that knowledge be recovered?
- Should 'Team Captain' and 'Crew Lead' be consolidated into a single title, since they are the same job?
Single-point-of-failure findings
05-risk-and-bottleneck-findings.mdComputed only from relationships a human approved (excerpt): the Operations Manager seat owns three workflows and is held by one person — a single-person dependency; four further seats each carry one workflow alone.
And the honest reading, from the document itself: unreviewed material may hide additional risk — see deliverable 04.
Prioritized improvement roadmap
06-prioritized-improvement-roadmap.mdRanked by risk reduction per unit of effort; every item traces to approved records (excerpt):
- Reduce the Operations Manager bottleneck — document the top workflows as SOPs, then designate and train a backup for the highest-frequency ones.
- Decide the 46 open questions — several block SOP completion.
- Finish reviewing the 136 pending findings so the map is complete.
Implementation itself is a separate, explicitly approved engagement phase; the roadmap creates no obligation and nothing is automated.
What this sample is not
It is not client work, not a testimonial, and not evidence of results — no paying client has been served yet, and this page will never pretend otherwise. It demonstrates method and deliverable format only. There is also a redacted sample of the Operating Risk Brief, the smaller paid step before an engagement like this one.