A case and its design
A case owner arranges cover for tomorrow. Separately, repeated cover problems lead the service owner to review staffing and handover rules. These activities have different scope and authority, even if one meeting discusses both.
Process areas
Visioning, Transforming, Operating and Governing are the continuing process areas in A Simple Architectural Framework (ASAF). They can overlap within a service review or delivery increment. A cycle may revisit one question or connect several areas; its scope and trigger determine who needs to take part.
| ASAF process area | Work and decision | What can reopen it? | Retained information |
|---|---|---|---|
| Visioning | Agree how the service should work and what responsibility and capacity it needs. | A new service need or recurring ownership gap challenges the arrangement. | Role design, work scope, service expectations and alternatives. |
| Transforming | Prepare procedures, access, cover and training; rehearse the proposed change. | A handover or readiness check exposes a gap. | Changed procedures, named cover, acceptance checks and recovery arrangements. |
| Operating | Handle cases, arrange cover and support staff within agreed rules. | An incident, delay or repeated workload problem requires action. | Case history, handovers, waiting time and improvement proposals. |
| Governing | Set delegated authority and accept changes to shared roles, rules or exceptions. | A finding exceeds local authority or a temporary exception needs review. | Accepted responsibilities, policy decisions and review triggers. |
A local correction can stay within the operating rules. Repeated failures may reopen the design. Retain sound decisions and update the affected roles, records, training and checks.
Change and readiness
Set the pace of change alongside the capacity to review it, train staff and provide support. A procedure drafted with artificial intelligence (AI) assistance needs an accepted version, its rules and its checks just as other proposed changes do. Faster preparation can leave more work waiting for review or adoption.
A process can also pause while a person makes a decision or an automated step cannot proceed. Specify when work may retry, when it must wait and who takes responsibility for resolving it. If an AI tool interaction awaits a person’s response, retain enough information for that person to resume the work. The systems view develops the exchange and recovery contract.
A possible readiness finding
If a receiving person cannot read the learner’s agreement during rehearsal, first correct their access and repeat the handover check. If every receiving team has the same problem, review the role and access design. Neither finding changes the learner’s right to agree to the alternative in this example.
Methodology configuration
Your method may call these activities service design, change acceptance, operational readiness or improvement. Map the decision, responsible role and retained record to the stage or review you use. Several concerns may share one iteration.
Use Methodology configuration, the worked example and change record.
Dials
| Dial | Choice to examine |
|---|---|
| Cadence | Review individual cases when needed; choose a service-review rhythm that exposes recurring problems. |
| Batch size | Trial one cancellation path before changing several teams; account for dependencies on shared staff. |
| Coordination | Include the people giving and receiving work, along with those who support the tools. |
| Decision authority | Delegate routine actions explicitly; identify who can alter rules or accept a wider exception. |
| Automation and checking | Automate a repeatable action where its inputs, permissions, result and recovery can be checked. |
| Learning reach | Correct one assignment locally; review wider capacity or role design when the pattern repeats. |
A staged programme may agree wider roles and procedures before rollout. An incremental approach may retain those agreements while trialling one path at a time. Frequent delivery cycles still need a way to maintain staff readiness and support arrangements. These are possible configurations to compare.