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. Bring a scope and each deliverable can produce a first draft from the map — with gaps left open where only you have the answer — plus the inputs checklist and markdown you can lift into a real document.
Your scope, as work
3 topics across 1 modules imply 5 artefacts to produce, 1 of them decisions that constrain everything after them, and 1 interfaces to specify, across 2 releases.
Back to the scope →Deliverables
Drafts. With a scope, each deliverable generates a first draft you can copy as markdown; without one, you still get the inputs and outline.
Investment decision brief
DraftWhat 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
DraftThe 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
DraftHow 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
DraftHow requirements will be produced, tested and traced — and which design artefacts the scope actually demands.
10 inputs · 6 blocking · 9 sections
Workshop plan
DraftHow 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
DraftRole 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.
Multi-state Australian payroll
A national employer paying people in several Australian jurisdictions — where the hard part is not the pay run, it is that payroll tax, long service leave and workers compensation multiply at every border.