Build
Scoping tells you what is in. This is where it becomes work.
Most of these documents get started from a template someone had lying around, which is why so many of them carry the previous programme’s assumptions. The useful part of a template is not its headings — it is knowing what has to be gathered before the headings can be answered honestly. So each one starts with its inputs.
Your scope, as work
2 topics across 2 modules imply 3 artefacts to produce, 1 of them decisions that constrain everything after them, and 1 interfaces to specify, across 1 release.
Back to the scope →Deliverables
All alpha. The inputs are the settled part; generating the document itself is not built yet.
Investment decision brief
AlphaWhat goes in front of the people who hold the delegation: the ask, the options, the three numbers they will ask about, and what happens if they wait.
10 inputs · 7 blocking · 8 sections
Business case
AlphaThe case for spending the money, with the costs that are usually left out and benefits that somebody has agreed to own.
10 inputs · 7 blocking · 8 sections
Project management plan
AlphaHow the programme will actually be run: decision rights, one plan, the change route, and what each gate has to prove.
11 inputs · 7 blocking · 9 sections
Business analysis plan
AlphaHow requirements will be produced, tested and traced — and which design artefacts the scope actually demands.
10 inputs · 6 blocking · 9 sections
Workshop plan
AlphaHow design actually gets decided in a room: which workshops, who has authority in each, and what leaves with a decision attached.
9 inputs · 5 blocking · 8 sections
Change impact assessment
AlphaRole by role, what changes about how each person spends their day — specific enough for a manager to act on.
10 inputs · 5 blocking · 8 sections
Templates
A whole programme, mapped against the model. It names what is being changed and what is deliberately not; everything else on the page is computed.
Replacing the legacy finance core
An organisation replacing its legacy finance system as the first step into an ERP — mapped against the model, with the parts it cannot change alone made explicit.
Replacing HR and payroll
An operational organisation with field crews replacing its HR and payroll systems — where the hard part is the enterprise agreement, not the pay run.
Standing up project and portfolio management
A capital-intensive organisation getting control of the largest thing it does — where the problem is not scheduling, it is that the capital programme's financial position is reconstructed rather than reported.