From direction to operation
An initiative can close while its service remains in use for years. The owner of the operating service needs the accepted decisions, unresolved risks, supplier commitments and authority to change them. Visioning, Transforming, Operating and Governing are overlapping processes that continue as the service changes.
| Process area | Working result | Trigger to return |
|---|---|---|
| Visioning | Direction, principles and enterprise or business-area roadmap. | Changed purpose, demand or a shared constraint. |
| Transforming | Funded and sequenced initiatives with owners and dependencies. | New dependency, unaffordable work or an invalid assumption. |
| Operating | Service ownership, current architecture and improvement priorities. | Incidents, costs, feedback or support changes. |
| Governing | Decision rights, standards, exceptions and acceptance records. | Expired exception, repeated inconsistency or inadequate assurance. |
In the fictional cancellation example, the proposed sequence starts with a small process-only trial for provider-run courses. Partner courses and refunds would be escalated outside the trial. Its findings would inform any decision to introduce a partner service. The business-area owner would retain responsibility for the agreement rule while teams revise local implementation choices.
Methodology configuration
A quarterly portfolio review and a weekly service review can handle different parts of this loop. Identify which findings each review passes to the other. Use Methodology configuration to map terms, records and reviews to your own approach.
Dials
Choose how often to review work around the decisions and events that matter. Set the batch size by deciding how many initiatives or shared changes to consider together. Bring together the affected owners and identify who can authorise the change. Automate status collection and checks where useful, retaining the sources behind each summary. Revisit the roadmap when operational findings change a shared assumption.