Process
Four gates keep discovery from becoming endless, architecture from becoming abstract and launch from becoming a handoff surprise. The plan changes when evidence changes—and the decision is recorded.
We identify users, operators, information sources, constraints and decision owners. Interviews are paired with artefact review and workflow observation where possible. The gate is a shared problem statement and a list of uncertainties worth resolving.
Options are compared on consequence, cost drivers, dependency and reversibility. We write scope boundaries, acceptance notes, architecture decisions and a release sequence. The gate is authority to estimate or build a defined slice.
Working software is demonstrated against scenarios. Automated checks, peer review and agreed security controls support—not replace—human acceptance. Defects and change requests remain visible, with impact stated before commitment.
Production readiness covers access, monitoring, recovery, runbooks, training, known limitations and escalation. The final gate names who owns the system, how support works and what remains on the future backlog.
Project-fit plan
Planning signal
This is an indicative planning signal, not a quote. A written estimate follows discovery and confirms assumptions.
Delivery FAQ
A bounded review may take days; a multi-system programme can take several weeks. The proposal specifies interviews, artefacts, decisions and the exit gate rather than leaving discovery open-ended.
We record the request, reason and impact on scope, schedule, risk and cost. Small substitutions may fit the existing plan; material additions require written approval before work.
Yes. We document interfaces and responsibility boundaries, involve the relevant supplier in technical decisions and avoid implying control over systems outside our contract.
Uncertainty, team shape, integration depth, data migration, security consequence, delivery pace and support needs. Discovery narrows these variables before an estimate is presented.