{"version":"1.0","enterprise":{"id":"northstar","name":"Northstar Equipment Services","asOf":"2026-05-06","scope":"Seven selected enterprise branches with explicit object boundaries. This is an authored hierarchy for the fictional case, not a complete enterprise map or a BIZBOK reference model. Original C-100–C-180 IDs remain stable; original decision labels are retained as aliases. The added parents, siblings, names, and levels are modeling additions, not evidence of approval in Episodes A–C.","intro":"A fictional $780 million equipment-maintenance and rental company with 48 branches in twelve states and 3,200 employees. Its central question: can it make dependable service promises while protecting customer value and margin?"},"sources":{"CASE":{"label":"Earlier case · structural reference","version":"1.1","url":"/downloads/northstar-equipment-services-case-v1.1.md","locator":"Canonical backbone, capability boundaries, actors, organizational units, releases and change packages"},"HIERARCHY":{"label":"Corrected capability hierarchy · October 6, 2026","version":"1.1 modeling correction","url":"/cookbook/northstar/#capability-hierarchy","locator":"src/data/northstarHierarchy.json; authored hierarchy, not episode approval"},"A":{"label":"Episode A · E-001–E-007","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/episode-a/EVIDENCE-PACKET.md","locator":"January 9 investment evidence; authored fictional source extracts"},"B":{"label":"Episode B · E-008","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/episode-b/EVIDENCE-PACKET.md","locator":"January 30 readiness evidence and February 1 addendum"},"C":{"label":"Episode C · E-009–E-010","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/episode-c/EVIDENCE-PACKET.md","locator":"Day 30 and day 90 evidence; newly authored customer-value extension"},"DATA":{"label":"Episode C · calculation definitions and CSVs","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/episode-c/datasets/README.md","locator":"Explicit periods, scope bridge, original versus latest promises and restoration time"},"BRIEF-A":{"label":"Reference decision brief A","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/instructor/DECISION-BRIEF-A.md","locator":"Authored reference disposition; includes answers"},"BRIEF-B":{"label":"Reference decision brief B","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/instructor/DECISION-BRIEF-B.md","locator":"Authored reference disposition; includes answers"},"BRIEF-C":{"label":"Reference decision brief C","version":"1.2","url":"/downloads/scale-agent-kit-v0.6/case-study/instructor/DECISION-BRIEF-C.md","locator":"Authored reference disposition; includes answers"},"OBJECTS":{"label":"business object lifecycle pack · earlier workbook example","version":"1.1 archive","url":"/downloads/business-object-lifecycle-pack-v1.1.xlsx","locator":"Northstar worksheets; ratings are authored judgments, not measured maturity"},"CROSSMAP":{"label":"value stream capability cross map · earlier workbook example","version":"1.1 archive","url":"/downloads/value-stream-capability-cross-map-v1.1.xlsx","locator":"Northstar worksheets; ratings are authored judgments, not measured maturity"},"ASSESSMENT":{"label":"capability assessment heat map · earlier workbook example","version":"1.1 archive","url":"/downloads/capability-assessment-heat-map-v1.1.xlsx","locator":"Northstar worksheets; ratings are authored judgments, not measured maturity"},"STRATEGY":{"label":"strategy capability linkage · earlier workbook example","version":"1.1 archive","url":"/downloads/strategy-capability-linkage-v1.1.xlsx","locator":"Northstar worksheets; ratings are authored judgments, not measured maturity"},"ROADMAP":{"label":"initiative decomposition roadmap · earlier workbook example","version":"1.1 archive","url":"/downloads/initiative-decomposition-roadmap-v1.1.xlsx","locator":"Northstar worksheets; ratings are authored judgments, not measured maturity"},"CAPABILITIES":{"label":"capability definition validation pack · earlier workbook example","version":"1.1 archive","url":"/downloads/capability-definition-validation-pack-v1.1.xlsx","locator":"Northstar worksheets; ratings are authored judgments, not measured maturity"}},"concepts":{"objective":{"label":"Strategic objective","plural":"Strategy","mark":"◎","definition":"A business direction the enterprise intends to achieve.","question":"Which change would advance this objective?","limit":"An alignment link does not establish a financial return.","method":"/cookbook/#strategy-linkage","why":"It makes the intended direction explicit when Northstar compares competing uses of money and operating capacity.","decisions":"Check whether a proposed change addresses the objective, which outcomes matter, and what evidence would justify the next commitment."},"outcome":{"label":"Intended outcome","plural":"Outcomes","mark":"◇","definition":"A required change in the condition experienced by a stakeholder or the enterprise.","question":"What should become different, and for whom?","limit":"An intended outcome is not an observed result.","method":"/cookbook/#initiative-value-realization","why":"It separates the business condition Northstar wants from the activities or systems used to pursue it.","decisions":"Agree a measurable result and guardrails before claiming that a completed initiative delivered value."},"value-stream":{"label":"Value stream","plural":"Value streams","mark":"→","definition":"An end-to-end sequence of value stages delivering a result to a stakeholder.","question":"Where does the customer receive value?","limit":"A value stream is not a departmental process or a project plan.","method":"/cookbook/value-stream-capability-mapping/","why":"It follows the customer’s need across Northstar’s internal boundaries, so a finished task is not confused with restored equipment availability.","decisions":"Find the stage where customer value remains incomplete, then inspect its enabling abilities and evidence."},"stage":{"label":"Value stage","plural":"Value stages","mark":"→","definition":"A meaningful increment of stakeholder value within a value stream.","question":"What must be true when this stage is complete?","limit":"A completed task or handoff does not necessarily mean value was delivered.","method":"/cookbook/value-stream-capability-mapping/","why":"It defines an increment of customer value and an exit condition that several Northstar abilities must jointly enable.","decisions":"Review whether the exit condition is met and which capability, information or accountability questions need investigation."},"capability":{"label":"Business capability","plural":"Capabilities","mark":"▦","definition":"An ability the enterprise needs, independent of the people, process, information, or technology used to perform it.","question":"What must Northstar be able to do?","limit":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","method":"/cookbook/business-capability-mapping/","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority."},"information":{"label":"Information concept","plural":"Information","mark":"◈","definition":"A business concept with an agreed identity, meaning, relationships, and lifecycle.","question":"Are different teams talking about the same thing?","limit":"A concept is distinct from a report, database field, or application record.","method":"/cookbook/#business-object-rationalization","why":"A shared concept keeps Northstar teams from making different promises with the same words or treating unlike records as interchangeable.","decisions":"Agree its identity, meaning, lifecycle and business ownership before comparing measures or automating a handoff."},"organization":{"label":"Organizational unit","plural":"Organizations","mark":"▤","definition":"A defined organizational grouping that contributes to enterprise work.","question":"Which organizational boundaries must the change cross?","limit":"Organizational contribution does not transfer decision rights or create a capability parent.","method":"/cookbook/#organization-capability-value-map","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map."},"actor":{"label":"Stakeholder / authority","plural":"People & authority","mark":"○","definition":"A role or collective actor with interests, contributions, or defined decision rights.","question":"Who contributes, who is accountable, and who may decide?","limit":"Architecture stewardship does not confer investment or operating authority.","method":"/cookbook/#competing-capability-ownership","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation."},"initiative":{"label":"Initiative / option","plural":"Initiatives","mark":"↗","definition":"A bounded proposed or authorized change intended to improve business outcomes.","question":"Which capabilities and dependencies does this change touch?","limit":"A proposal, funding envelope, release, and procurement approval are separate commitments.","method":"/cookbook/business-architecture-impact-assessment/","why":"It gives a proposed business change a boundary that can be traced to affected abilities and strategic intent.","decisions":"Compare its scope, prerequisites and evidence needs with alternatives; obtain a separate cost/value case before committing."},"release":{"label":"Release","plural":"Releases","mark":"↗","definition":"A bounded increment of change with its own readiness and evidence conditions.","question":"What can this release safely establish?","limit":"Passing a feasibility gate does not authorize wider activation.","method":"/cookbook/#smallest-useful-release","why":"It bounds what Northstar proposes to learn or establish at one point in the change, preserving the conditions for a later commitment.","decisions":"Check operating entry, exit, continuation and stop conditions before approving activation or expansion."},"change-package":{"label":"Change package","plural":"Change packages","mark":"↗","definition":"A coherent part of an initiative with an outcome and dependencies.","question":"What must be ready before another change can work?","limit":"A package boundary is not a detailed delivery plan.","method":"/cookbook/#architecture-backed-initiative-decomposition","why":"It separates coherent work inside the initiative so that prerequisites and handoffs can be reviewed.","decisions":"Coordinate sequencing, ownership and readiness with related packages; an architectural dependency alone is not a delivery estimate."},"measure":{"label":"Business measure","plural":"Measures","mark":"∿","definition":"A defined observation with an explicit population, period, calculation, and decision use.","question":"What would count as progress, and what could the headline conceal?","limit":"Different populations and promise versions cannot be compared as if they were interchangeable.","method":"/cookbook/#initiative-value-realization","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline."},"policy":{"label":"Business policy","plural":"Policies","mark":"§","definition":"A governed rule with obligations, controls, and delegated authority.","question":"What decisions does the operating practice permit?","limit":"Policy approval does not establish adoption or sufficient operating capacity.","method":"/cookbook/#policy-regulatory-impact","why":"It makes permitted operating decisions explicit at the point Northstar forms or revises a customer commitment.","decisions":"Check whether people can follow the rule, route an exception and obtain timely authority under real operating constraints."},"technology":{"label":"Enabling record / technology","plural":"Technology","mark":"▣","definition":"A supporting system, record, or technical option described by the case.","question":"Can this implementation provide the business signal the capability needs?","limit":"A named source, available API, or vendor demonstration does not prove reliable business meaning or value.","method":"/cookbook/#technology-business-solution","why":"It shows where a business concept or signal is realized in an existing record or enabling technology. The implementation is distinct from the business meaning.","decisions":"Validate source status, freshness, lineage and failure handling before treating an integration as a reliable operating dependency."},"decision":{"label":"Governed decision","plural":"Decisions","mark":"◆","definition":"A recorded disposition by an authorized person or forum, with conditions and review triggers.","question":"What was actually authorized, and what remains open?","limit":"A later result does not rewrite what was knowable at the original decision.","method":"/cookbook/architecture-decision-record/","why":"It preserves what Northstar actually authorized, who held authority and which conditions remain attached.","decisions":"Determine the next permitted action and the evidence or separate authorization required before expanding the commitment."}},"views":{"overview":{"title":"An enterprise is a set of connected promises.","subtitle":"Capabilities, Value Streams, Organization, and Information: four core domains connected around Northstar’s service-reliability challenge.","question":"What has to work together for a dependable customer promise?","infer":"The layers reveal where strategy relies on customer value, business abilities, shared meaning, and accountable decisions.","limit":"This is a decision-focused slice of Northstar, not a complete enterprise model. A connection is not causal proof.","use":"Select an element, inspect its evidence, then follow the relationship that could change the next decision."},"capabilities":{"title":"What Northstar must be able to do.","subtitle":"Seven documented hierarchy branches. Expand a branch to inspect its defined abilities.","question":"Where does a capability begin and end, and which changes depend on it?","infer":"Separate abilities can share information and enable the same value stage without becoming each other’s children.","limit":"Only L1 and L2 are documented. Added hierarchy context has no inherited assessment or executive approval. Workbook scores are earlier illustrative judgments, not current measured performance.","use":"Use the scope selector to highlight a value stream or initiative. Check boundaries and evidence before choosing a response."},"value":{"title":"Follow the value, all the way to the customer.","subtitle":"The documented stream is Restore Equipment Availability. Select a stage to reveal its enabling capabilities.","question":"What must be true for the customer to receive the next increment of value?","infer":"Multiple capabilities enable a stage, and one capability can contribute across several stages.","limit":"These stages abstract value delivery. They do not establish task order, duration, or a detailed process design.","use":"Cross-map capabilities to stage criteria. Keep the obligation open when recovery is still needed."},"strategy":{"title":"Make the investment argument traceable.","subtitle":"Objectives, intended outcomes, capabilities, initiatives, and measures remain separate.","question":"Which proposed changes credibly support the desired outcome?","infer":"Many-to-many links reveal shared dependencies and where a benefit claim needs stronger evidence.","limit":"A connected trace is a contribution argument, not a causal estimate or proof of ROI. Intended outcomes below are extracted modeling views of the existing objectives.","use":"Compare alternatives against the same outcome, test the missing evidence, and retain the decision authority."},"organization":{"title":"Connect the organization to the work and the value.","subtitle":"Explore organizational units, contributing roles, and their documented responsibilities.","question":"Who contributes to the capability, owns the information, and has authority to decide?","infer":"Organizational responsibilities connect across capabilities, value streams, and information; they are not a capability hierarchy.","limit":"This is a selected view of Northstar, not a complete organization chart. A connection does not imply authority beyond its documented assertion.","use":"Select a unit or role and follow its evidence-backed relationships before assigning accountability."},"information":{"title":"The same word can make two different promises.","subtitle":"Inspect conceptual meaning, supporting records, and organizational responsibility together.","question":"Who decides what a reservation means—and whether this source can be trusted?","infer":"A business-object owner, capability executive, and technology owner contribute different rights.","limit":"A source accepted for R1 is not automatically authoritative for the enterprise. The case does not establish a physical data model.","use":"Resolve meanings, states, lineage, and source conditions before selecting a report or automating a signal."},"impact":{"title":"Change the capability. Follow the consequences.","subtitle":"Choose a release, option, or change package to inspect its bounded footprint.","question":"What else must be considered if this change proceeds?","infer":"Direct changes are distinguished from adjacent dependencies; indirect footprints are labeled as inferred.","limit":"A dependency path identifies a question to investigate. It does not establish impact severity, cost, delivery effort, or approval.","use":"Bring the affected owners into scope and readiness discussions. Compare shared dependencies before treating two proposals as duplicates."},"relationships":{"title":"One connection at a time.","subtitle":"A focused, labeled relationship map with an equivalent text route for every connection.","question":"Why are these two architectural elements linked?","infer":"The label, direction, explanation, and provenance show the exact assertion being made.","limit":"Two-hop proximity is not transitive causation. “A uses B” and “B is owned by C” do not make C accountable for A.","use":"Follow a path, inspect its weakest assertion, and record the additional evidence the decision requires."}},"relationshipTypes":{"contains":{"label":"contains"},"enables":{"label":"enables"},"uses":{"label":"uses"},"manages":{"label":"manages"},"supports":{"label":"supports"},"requires":{"label":"requires"},"changes":{"label":"changes"},"supplies-signal-to":{"label":"supplies a signal to"},"accountable-to":{"label":"is accountable to"},"owned-by":{"label":"is owned by"},"contributes-to":{"label":"contributes to"},"depends-on":{"label":"depends on"},"measured-by":{"label":"is measured by"},"governed-by":{"label":"is governed by"},"represents":{"label":"represents"},"authorizes":{"label":"authorizes within conditions"},"constrains":{"label":"constrains"},"association":{"label":"is associated with"},"existence-dependency":{"label":"depends for its existence on"}},"elements":[{"provenance":"established","description":"Customers receive commitments that can be kept, changed transparently, or escalated through a usable exception route","why":"It makes the intended direction explicit when Northstar compares competing uses of money and operating capacity.","decisions":"Check whether a proposed change addresses the objective, which outcomes matter, and what evidence would justify the next commitment.","risks":"A common policy must not prevent branches from responding to legitimate local conditions","facts":[],"sources":["CASE"],"id":"O-01","type":"objective","name":"Improve service-promise reliability while preserving appropriate branch operating discretion","definition":"Improve service-promise reliability while preserving appropriate branch operating discretion"},{"provenance":"modeling","description":"Intended outcome extracted from the existing objective table. The Atlas identifier is a modeling extension; this is not a new outcome claim.","why":"It separates the business condition Northstar wants from the activities or systems used to pursue it.","decisions":"Agree a measurable result and guardrails before claiming that a completed initiative delivered value.","risks":"A common policy must not prevent branches from responding to legitimate local conditions","facts":[],"sources":["CASE"],"id":"OUT-01","type":"outcome","name":"Dependable customer commitments","definition":"Customers receive commitments that can be kept, changed transparently, or escalated through a usable exception route"},{"provenance":"established","description":"Reliability improves without transferring hidden cost or capacity burden to branches, technicians, or adjacent work","why":"It makes the intended direction explicit when Northstar compares competing uses of money and operating capacity.","decisions":"Check whether a proposed change addresses the objective, which outcomes matter, and what evidence would justify the next commitment.","risks":"Margin, technician productivity, implementation cost, and capacity remain visible","facts":[],"sources":["CASE"],"id":"O-02","type":"objective","name":"Protect service margin","definition":"Protect service margin"},{"provenance":"modeling","description":"Intended outcome extracted from the existing objective table. The Atlas identifier is a modeling extension; this is not a new outcome claim.","why":"It separates the business condition Northstar wants from the activities or systems used to pursue it.","decisions":"Agree a measurable result and guardrails before claiming that a completed initiative delivered value.","risks":"Margin, technician productivity, implementation cost, and capacity remain visible","facts":[],"sources":["CASE"],"id":"OUT-02","type":"outcome","name":"Margin without hidden burden","definition":"Reliability improves without transferring hidden cost or capacity burden to branches, technicians, or adjacent work"},{"provenance":"established","description":"Fewer customers experience preventable return visits, missed commitments, and recoverable escalations","why":"It makes the intended direction explicit when Northstar compares competing uses of money and operating capacity.","decisions":"Check whether a proposed change addresses the objective, which outcomes matter, and what evidence would justify the next commitment.","risks":"Cause coding, customer escalation, and branch-level variation remain visible","facts":[],"sources":["CASE"],"id":"O-03","type":"objective","name":"Reduce avoidable customer disruption and repeat work","definition":"Reduce avoidable customer disruption and repeat work"},{"provenance":"modeling","description":"Intended outcome extracted from the existing objective table. The Atlas identifier is a modeling extension; this is not a new outcome claim.","why":"It separates the business condition Northstar wants from the activities or systems used to pursue it.","decisions":"Agree a measurable result and guardrails before claiming that a completed initiative delivered value.","risks":"Cause coding, customer escalation, and branch-level variation remain visible","facts":[],"sources":["CASE"],"id":"OUT-03","type":"outcome","name":"Less disruption and repeat work","definition":"Fewer customers experience preventable return visits, missed commitments, and recoverable escalations"},{"provenance":"established","description":"The single value stream documented for this case, from a recognized need through customer-confirmed restoration. Recovery retains an open value obligation.","why":"It follows the customer’s need across Northstar’s internal boundaries, so a finished task is not confused with restored equipment availability.","decisions":"Find the stage where customer value remains incomplete, then inspect its enabling abilities and evidence.","risks":"A value stream is not a departmental process or a project plan.","facts":[],"sources":["CASE","A"],"id":"VS-01","type":"value-stream","name":"Restore Equipment Availability","definition":"Restore usable equipment availability for the customer operations manager."},{"provenance":"established","description":"An accepted, actionable need","why":"It defines an increment of customer value and an exit condition that several Northstar abilities must jointly enable.","decisions":"Review whether the exit condition is met and which capability, information or accountability questions need investigation.","risks":"A completed task or handoff does not necessarily mean value was delivered.","facts":[{"label":"Entering","value":"Equipment problem is emerging or known"},{"label":"Exiting","value":"A valid service need is accepted and classified"},{"label":"Exit criterion","value":"Asset, urgency, requester authority, location, and contact data are valid"},{"label":"Participating stakeholders","value":"ORG-01 Customer operations manager; ORG-03 Dispatcher"}],"sources":["CROSSMAP","CASE"],"id":"ST-01","type":"stage","name":"Identify need","definition":"Recognize and qualify the customer’s equipment-service need so it can receive an accountable response.","parentId":"VS-01","order":1},{"provenance":"established","description":"A credible commitment accepted by the customer","why":"It defines an increment of customer value and an exit condition that several Northstar abilities must jointly enable.","decisions":"Review whether the exit condition is met and which capability, information or accountability questions need investigation.","risks":"A completed task or handoff does not necessarily mean value was delivered.","facts":[{"label":"Entering","value":"Need is accepted but timing is uncertain"},{"label":"Exiting","value":"A feasible commitment is understood and accepted"},{"label":"Exit criterion","value":"Promise reflects POL-01, skill, part, geography, capacity, and any approved exception"},{"label":"Participating stakeholders","value":"ORG-01 Customer operations manager; ORG-03 Dispatcher; parts and scheduling contributors; ORG-02 / ORG-05 for exceptions"}],"sources":["CROSSMAP","CASE"],"id":"ST-02","type":"stage","name":"Define service promise","definition":"Establish and communicate a feasible commitment using the service need, resource signals, and applicable policy.","parentId":"VS-01","order":2},{"provenance":"established","description":"Service ready to execute","why":"It defines an increment of customer value and an exit condition that several Northstar abilities must jointly enable.","decisions":"Review whether the exit condition is met and which capability, information or accountability questions need investigation.","risks":"A completed task or handoff does not necessarily mean value was delivered.","facts":[{"label":"Entering","value":"Commitment exists but work is not ready"},{"label":"Exiting","value":"Work is ready to execute"},{"label":"Exit criterion","value":"Work order, technician assignment, required reservation, and access conditions are confirmed"},{"label":"Participating stakeholders","value":"ORG-03 Dispatcher; ORG-04 Field technician; parts contributors; ORG-01 for site access"}],"sources":["CROSSMAP","CASE"],"id":"ST-03","type":"stage","name":"Prepare service","definition":"Coordinate prerequisites and resource confirmations so the promised service can proceed.","parentId":"VS-01","order":3},{"provenance":"established","description":"Restored equipment condition, or explicit evidence that further recovery is required","why":"It defines an increment of customer value and an exit condition that several Northstar abilities must jointly enable.","decisions":"Review whether the exit condition is met and which capability, information or accountability questions need investigation.","risks":"A completed task or handoff does not necessarily mean value was delivered.","facts":[{"label":"Entering","value":"Work is ready"},{"label":"Exiting","value":"Equipment condition is restored or otherwise dispositioned"},{"label":"Exit criterion","value":"Work outcome, consumption, and exceptions are recorded"},{"label":"Participating stakeholders","value":"ORG-04 Field technician; ORG-01 Customer operations manager"}],"sources":["CROSSMAP","CASE"],"id":"ST-04","type":"stage","name":"Perform service","definition":"Carry out the authorized intervention and establish its equipment-condition result and any remaining exceptions.","parentId":"VS-01","order":4},{"provenance":"established","description":"Confirmed restored availability on success; a documented outstanding obligation or unfulfilled termination otherwise","why":"It defines an increment of customer value and an exit condition that several Northstar abilities must jointly enable.","decisions":"Review whether the exit condition is met and which capability, information or accountability questions need investigation.","risks":"A completed task or handoff does not necessarily mean value was delivered.","facts":[{"label":"Entering","value":"Service occurred but value is unconfirmed"},{"label":"Exiting","value":"Equipment availability is restored and the customer confirms the agreed outcome"},{"label":"Exit criterion","value":"Success: restored availability and customer acceptance are evidenced and reconciled to the promise. Recovery: reenter the relevant stages with an open value obligation. If restoration cannot be achieved, record termination without fulfillment and resulting obligations"},{"label":"Participating stakeholders","value":"ORG-01 Customer operations manager; customer-recovery contributors; ORG-04 for work-outcome evidence"}],"sources":["CROSSMAP","CASE"],"id":"ST-05","type":"stage","name":"Confirm outcome","definition":"Verify the customer’s receipt of restored availability, reconcile it to the commitment, and determine success, further recovery, or termination without fulfillment.","parentId":"VS-01","order":5},{"provenance":"modeling","description":"Establish and maintain a recognized equipment-service need, then govern its disposition against the requested customer outcome.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Service Request (BO-01)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-010","type":"capability","name":"Service Request Management","definition":"Establish and maintain a recognized equipment-service need, then govern its disposition against the requested customer outcome.","parentId":null,"level":1,"alias":""},{"provenance":"established","description":"Identify, accept, qualify, and maintain a service need; exclude the customer commitment and authorization of work.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Service Request (BO-01)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-100","type":"capability","name":"Service Request Qualification","definition":"Identify, accept, qualify, and maintain a service need; exclude the customer commitment and authorization of work.","parentId":"C-010","level":2,"alias":"Customer Need Management"},{"provenance":"established","description":"Northstar must establish that the equipment is usable and the customer confirms the outcome. A recovery handoff leaves the value obligation open.","why":"Closing a work order is not the same as restoring customer value.","decisions":"Investigate original-promise fulfillment and restoration time before expanding the practice.","risks":"Success can be overstated if revised commitments replace the original customer need.","facts":[{"label":"Focal object","value":"Service Request (BO-01)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-160","type":"capability","name":"Service Request Resolution","definition":"Reconcile the request, promise, and work result; confirm restored availability and customer acceptance, retain open recovery obligations, or record termination without fulfillment.","parentId":"C-010","level":2,"alias":"Service Outcome Management","target":"Archived v1.1 proposed rating: 4 → 5. These are authored judgments, not measured maturity or v1.2 achieved results."},{"provenance":"established","description":"The customer commitment is the center of this case. Dispatchers need dependable part, skill, geography, and capacity signals before confirming a date—or a usable approved exception.","why":"A better scheduling screen cannot make an infeasible promise reliable.","decisions":"Choose what to investigate before procurement; define promise rules and readiness conditions.","risks":"Premature commitments, incompatible regional definitions, and difficult exception routes. Later promises may improve adherence while delaying restoration.","facts":[{"label":"Focal object","value":"Customer Promise (BO-02)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-110","type":"capability","name":"Customer Promise Management","definition":"Establish, validate, communicate, monitor, and revise a governed customer commitment; use resource evidence without planning work or owning resource allocations or final customer-value acceptance.","parentId":null,"level":1,"alias":"Service Promise Management","condition":"Policy, information, and authority constraints documented; relative causal contribution unresolved.","target":"R1 confirmation or a complete approved exception, with original-promise lineage and customer-value monitoring.","assessment":{"band":"high","importance":5,"performance":2,"strength":0.9,"summary":"E-001, E-003 — 82% adherence plus five branch workshops","limitation":"Regional definition differences","source":"ASSESSMENT","status":"Illustrative v1.1 Episode A judgment"}},{"provenance":"modeling","description":"Specify the proposed commitment, its scope, timing, and terms.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Customer Promise (BO-02)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-111","type":"capability","name":"Customer Promise Definition","definition":"Specify the proposed commitment, its scope, timing, and terms.","parentId":"C-110","level":2,"alias":""},{"provenance":"modeling","description":"Assess the proposed commitment against policy and the available feasibility evidence.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Customer Promise (BO-02)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-112","type":"capability","name":"Customer Promise Validation","definition":"Assess the proposed commitment against policy and the available feasibility evidence.","parentId":"C-110","level":2,"alias":""},{"provenance":"modeling","description":"Communicate the commitment and its status to the parties who rely on it.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Customer Promise (BO-02)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-113","type":"capability","name":"Customer Promise Communication","definition":"Communicate the commitment and its status to the parties who rely on it.","parentId":"C-110","level":2,"alias":""},{"provenance":"modeling","description":"Determine the commitment’s current standing and whether its terms are being met.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Customer Promise (BO-02)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-114","type":"capability","name":"Customer Promise Monitoring","definition":"Determine the commitment’s current standing and whether its terms are being met.","parentId":"C-110","level":2,"alias":""},{"provenance":"modeling","description":"Revise, cancel, or supersede the commitment while retaining its history and obligations.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Customer Promise (BO-02)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-115","type":"capability","name":"Customer Promise Change","definition":"Revise, cancel, or supersede the commitment while retaining its history and obligations.","parentId":"C-110","level":2,"alias":""},{"provenance":"modeling","description":"Specify and authorize a unit of service work, perform and record it, then reconcile and close its work record; exclude customer-value acceptance and resource ownership.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Work Order (BO-03)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-030","type":"capability","name":"Work Order Management","definition":"Specify and authorize a unit of service work, perform and record it, then reconcile and close its work record; exclude customer-value acceptance and resource ownership.","parentId":null,"level":1,"alias":""},{"provenance":"established","description":"Translate an accepted need into authorized work scope, method, and prerequisites; exclude capacity assignment and execution.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Work Order (BO-03)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-120","type":"capability","name":"Work Order Planning","definition":"Translate an accepted need into authorized work scope, method, and prerequisites; exclude capacity assignment and execution.","parentId":"C-030","level":2,"alias":"Work Planning"},{"provenance":"established","description":"Perform and record the authorized equipment intervention and its exceptions; exclude customer acceptance and promise policy.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Work Order (BO-03)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-150","type":"capability","name":"Work Order Execution","definition":"Perform and record the authorized equipment intervention and its exceptions; exclude customer acceptance and promise policy.","parentId":"C-030","level":2,"alias":"Field Service Execution","target":"Archived v1.1 proposed rating: 4 → 4. These are authored judgments, not measured maturity or v1.2 achieved results.","assessment":{"band":"low","importance":5,"performance":4,"strength":0.85,"summary":"E-002, E-005 — repeat-work sample and margin evidence","limitation":"M-02 sample/cause coding disputed; M-03 margin evidence governed.","source":"ASSESSMENT","status":"Illustrative v1.1 Episode A judgment"}},{"provenance":"modeling","description":"Reconcile recorded work, consumption, and exceptions and determine administrative closure or cancellation; closure alone does not prove delivered customer value.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Work Order (BO-03)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-151","type":"capability","name":"Work Order Closure","definition":"Reconcile recorded work, consumption, and exceptions and determine administrative closure or cancellation; closure alone does not prove delivered customer value.","parentId":"C-030","level":2,"alias":""},{"provenance":"modeling","description":"Govern the identity and engagement of people whose work the enterprise uses, their qualifications and availability, and their assignment to demand; cross-map agreements, payments, and organizational units.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Human Resource"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-040","type":"capability","name":"Human Resource Management","definition":"Govern the identity and engagement of people whose work the enterprise uses, their qualifications and availability, and their assignment to demand; cross-map agreements, payments, and organizational units.","parentId":null,"level":1,"alias":""},{"provenance":"modeling","description":"Establish and maintain a person’s working relationship with the enterprise, including entry, changes, and exit.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Human Resource"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-131","type":"capability","name":"Human Resource Engagement","definition":"Establish and maintain a person’s working relationship with the enterprise, including entry, changes, and exit.","parentId":"C-040","level":2,"alias":""},{"provenance":"modeling","description":"Establish and maintain the evidence of a person’s skills and qualifications.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Human Resource"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-132","type":"capability","name":"Human Resource Qualification","definition":"Establish and maintain the evidence of a person’s skills and qualifications.","parentId":"C-040","level":2,"alias":""},{"provenance":"modeling","description":"Determine the person’s available time, location, and capacity constraints.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Human Resource"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-133","type":"capability","name":"Human Resource Availability","definition":"Determine the person’s available time, location, and capacity constraints.","parentId":"C-040","level":2,"alias":""},{"provenance":"established","description":"Qualified people, time, geography, and capacity must line up. The rural branch has limited skill substitution and long travel.","why":"Part availability alone cannot establish a feasible service date.","decisions":"Test regional exception capacity and rural scenarios before broader activation.","risks":"The compact SCALE workspace assigns a coordination owner to ORG-05. The detailed capability register assigns performance accountability to ORG-07. This Atlas keeps ORG-07 accountable and maps ORG-05 as a regional contributor.","facts":[{"label":"Focal object","value":"Human Resource"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-130","type":"capability","name":"Human Resource Scheduling","definition":"Match authorized demand to qualified people, time, geography, and capacity; govern the resulting assignments without owning parts or customer commitments.","parentId":"C-040","level":2,"alias":"Resource Scheduling","condition":"Rural constraints and exception latency remain at day 90.","target":"Archived v1.1 proposed rating: 3 → 4. These are authored judgments, not measured maturity or v1.2 achieved results.","assessment":{"band":"medium","importance":4,"performance":3,"strength":0.75,"summary":"E-003, E-007 — workshops plus planning evidence for skill, travel, and capacity variation","limitation":"Skill-data quality not quantified","source":"ASSESSMENT","status":"Illustrative v1.1 Episode A judgment"}},{"provenance":"modeling","description":"Define and acquire physical components used in equipment service, govern their availability and use, and retire unusable or obsolete components; cross-map suppliers, payments, and equipment assets.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Part"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-050","type":"capability","name":"Part Management","definition":"Define and acquire physical components used in equipment service, govern their availability and use, and retire unusable or obsolete components; cross-map suppliers, payments, and equipment assets.","parentId":null,"level":1,"alias":""},{"provenance":"modeling","description":"Establish and maintain the identity, specification, and permitted use of a physical service component.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Part"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-141","type":"capability","name":"Part Definition","definition":"Establish and maintain the identity, specification, and permitted use of a physical service component.","parentId":"C-050","level":2,"alias":""},{"provenance":"modeling","description":"Obtain and accept components that satisfy the defined service need.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Part"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-142","type":"capability","name":"Part Acquisition","definition":"Obtain and accept components that satisfy the defined service need.","parentId":"C-050","level":2,"alias":""},{"provenance":"established","description":"“Allocated” did not consistently mean a confirmed reservation. ORG-08 owns BO-05; its inventory source is only provisional for R1.","why":"Automating an ambiguous status can make an unreliable signal arrive faster.","decisions":"Resolve source semantics and reconciliation before deciding whether targeted integration is sufficient.","risks":"Enterprise source authority remains open under OI-06; manual controls require recurring capacity.","facts":[{"label":"Focal object","value":"Part"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-140","type":"capability","name":"Part Availability Management","definition":"Determine, reserve, position, consume, release, and expire availability of service components; exclude technician assignments and customer commitments.","parentId":"C-050","level":2,"alias":"Parts Availability Management","condition":"R1 accepted with twice-daily reconciliation; enterprise source authority unresolved.","target":"Archived v1.1 proposed rating: 2 → 4. These are authored judgments, not measured maturity or v1.2 achieved results.","assessment":{"band":"high","importance":5,"performance":2,"strength":0.8,"summary":"E-003 — workshops; proposed BO-05 owner and candidate source remain unconfirmed in Episode A","limitation":"Authoritative source unresolved","source":"ASSESSMENT","status":"Illustrative v1.1 Episode A judgment"}},{"provenance":"modeling","description":"Determine and govern withdrawal or disposal of unusable or obsolete components.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Part"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-143","type":"capability","name":"Part Retirement","definition":"Determine and govern withdrawal or disposal of unusable or obsolete components.","parentId":"C-050","level":2,"alias":""},{"provenance":"established","description":"Measures preserve the version of the promise, population, period, scope changes, and financial guardrails.","why":"Leaders can make an apparently evidence-based decision using incomparable numbers.","decisions":"Separate the 95% strategic target, the 92% R1 feasibility gate, and observed results.","risks":"Later-period confirmation and policy compliance are not cumulative measures; they are not nested sets.","facts":[{"label":"Focal object","value":"Performance Measure (M-* register)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-170","type":"capability","name":"Performance Measure Management","definition":"Define business measures and guardrail thresholds, determine their observed values, and interpret and govern their use; exclude source transactions and operational remediation.","parentId":null,"level":1,"alias":"Service Performance Management","target":"Archived v1.1 proposed rating: 2 → 4. These are authored judgments, not measured maturity or v1.2 achieved results.","assessment":{"band":"high","importance":4,"performance":2,"strength":0.7,"summary":"E-001, E-002 — existing reports with inconsistent definitions","limitation":"Two regions dispute repeat-visit measure","source":"ASSESSMENT","status":"Illustrative v1.1 Episode A judgment"}},{"provenance":"modeling","description":"Specify a measure’s meaning, calculation, population, period, and guardrail thresholds.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Performance Measure (M-* register)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-171","type":"capability","name":"Performance Measure Definition","definition":"Specify a measure’s meaning, calculation, population, period, and guardrail thresholds.","parentId":"C-170","level":2,"alias":""},{"provenance":"modeling","description":"Calculate and substantiate the measure’s value from governed evidence.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Performance Measure (M-* register)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-172","type":"capability","name":"Performance Measure Determination","definition":"Calculate and substantiate the measure’s value from governed evidence.","parentId":"C-170","level":2,"alias":""},{"provenance":"modeling","description":"Interpret, explain, review, and govern use of the measure and any decision implications.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Performance Measure (M-* register)"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-173","type":"capability","name":"Performance Measure Review","definition":"Interpret, explain, review, and govern use of the measure and any decision implications.","parentId":"C-170","level":2,"alias":""},{"provenance":"established","description":"Shared meaning and source authority must survive handoffs among Dispatch, Supply, Operations, and Technology.","why":"An ownership label alone does not make a source dependable.","decisions":"Resolve BO-05 enterprise authority before any R2 activation.","risks":"Do not transfer operating accountability to information stewards.","facts":[{"label":"Focal object","value":"Business Information Definition"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY","CAPABILITIES"],"id":"C-180","type":"capability","name":"Information Definition Governance","definition":"Establish shared business meaning, semantic accountability, quality requirements, and controlled changes to information definitions; exclude the operational decisions represented by that information.","parentId":null,"level":1,"alias":"Business Information Governance","target":"Archived v1.1 proposed rating: 2 → 3. These are authored judgments, not measured maturity or v1.2 achieved results.","assessment":{"band":"high","importance":4,"performance":2,"strength":0.65,"summary":"E-003 — terminology and operating-source ambiguity; shared-object ownership and source authority remain a gap in Episode A","limitation":"Ownership and source conflicts","source":"ASSESSMENT","status":"Illustrative v1.1 Episode A judgment"}},{"provenance":"modeling","description":"Specify a concept’s meaning, category, types, states, and typed relationships.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Business Information Definition"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-181","type":"capability","name":"Information Definition Structuring","definition":"Specify a concept’s meaning, category, types, states, and typed relationships.","parentId":"C-180","level":2,"alias":""},{"provenance":"modeling","description":"Assign and maintain accountable owners and stewards for the definition.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Business Information Definition"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-182","type":"capability","name":"Information Definition Stewardship","definition":"Assign and maintain accountable owners and stewards for the definition.","parentId":"C-180","level":2,"alias":""},{"provenance":"modeling","description":"Specify the quality rules and thresholds associated with the definition.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Business Information Definition"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-183","type":"capability","name":"Information Quality Rule Definition","definition":"Specify the quality rules and thresholds associated with the definition.","parentId":"C-180","level":2,"alias":""},{"provenance":"modeling","description":"Evaluate, authorize, version, and communicate changes in shared business meaning.","why":"It gives Northstar a stable boundary for an ability, independent of the team, process or application that realizes it.","decisions":"Scope an assessment or proposed change around this ability; inspect its documented dependencies before assigning investment priority.","risks":"Capability structure alone cannot establish maturity, causation, ROI, or investment priority.","facts":[{"label":"Focal object","value":"Business Information Definition"},{"label":"Hierarchy provenance","value":"Authored October 6, 2026 correction; added context does not imply episode approval."}],"sources":["HIERARCHY"],"id":"C-184","type":"capability","name":"Information Definition Change Control","definition":"Evaluate, authorize, version, and communicate changes in shared business meaning.","parentId":"C-180","level":2,"alias":""},{"provenance":"established","description":"ticket; service call; case","why":"A shared concept keeps Northstar teams from making different promises with the same words or treating unlike records as interchangeable.","decisions":"Agree its identity, meaning, lifecycle and business ownership before comparing measures or automating a handoff.","risks":"A concept is distinct from a report, database field, or application record.","facts":[{"label":"Concept category","value":"Primary (authored modeling judgment)"},{"label":"Source status","value":"Current service record accepted for R1"},{"label":"Nonterminal states","value":"Draft; Submitted; Accepted; Qualified; Planned"},{"label":"Terminal states","value":"Resolved; Declined; Cancelled"},{"label":"Concept types","value":"Not established by case; do not infer types from states."}],"sources":["OBJECTS"],"id":"BO-01","type":"information","name":"Service Request","definition":"A customer-recognized need for equipment service that Northstar has accepted for evaluation or action."},{"provenance":"established","description":"Preserve the original commitment, linked revisions, cancellation reasons, and recovery obligation.","why":"A later accepted date can be easier to meet while the customer waits longer.","decisions":"Specify original versus latest-promise metrics before comparing performance.","risks":"ETA is an estimate; a commit date is an attribute. Neither is automatically the business commitment.","facts":[{"label":"Concept category","value":"Primary (authored modeling judgment)"},{"label":"Source status","value":"Current promise record accepted for R1 under E-008 version/linkage audit; not declared the enterprise future-state source"},{"label":"Nonterminal states","value":"Proposed; Validated; Committed"},{"label":"Terminal states","value":"Fulfilled; Broken; Cancelled; or superseded by a linked Revised promise"},{"label":"Concept types","value":"Not established by case; do not infer types from states."}],"sources":["OBJECTS"],"id":"BO-02","type":"information","name":"Customer Promise","definition":"A governed commitment to provide a defined service outcome within stated conditions and timing."},{"provenance":"established","description":"job; service order","why":"A shared concept keeps Northstar teams from making different promises with the same words or treating unlike records as interchangeable.","decisions":"Agree its identity, meaning, lifecycle and business ownership before comparing measures or automating a handoff.","risks":"A concept is distinct from a report, database field, or application record.","facts":[{"label":"Concept category","value":"Primary (authored modeling judgment)"},{"label":"Source status","value":"Current work-order record accepted for R1"},{"label":"Nonterminal states","value":"Proposed; Authorized; Scheduled; In Progress; Completed; Suspended"},{"label":"Terminal states","value":"Closed; Cancelled"},{"label":"Concept types","value":"Not established by case; do not infer types from states."}],"sources":["OBJECTS"],"id":"BO-03","type":"information","name":"Work Order","definition":"An authorized unit of service work with scope, asset, status, and completion evidence."},{"provenance":"established","description":"unit; machine: contextual shorthand. serial: identifier, not an object synonym.","why":"A shared concept keeps Northstar teams from making different promises with the same words or treating unlike records as interchangeable.","decisions":"Agree its identity, meaning, lifecycle and business ownership before comparing measures or automating a handoff.","risks":"A concept is distinct from a report, database field, or application record.","facts":[{"label":"Concept category","value":"Primary (authored modeling judgment)"},{"label":"Source status","value":"Enterprise asset register accepted"},{"label":"Nonterminal states","value":"Registered; Available; Unavailable; Under Service"},{"label":"Terminal states","value":"Retired"},{"label":"Concept types","value":"Not established by case; do not infer types from states."}],"sources":["OBJECTS"],"id":"BO-04","type":"information","name":"Equipment Asset","definition":"A uniquely recognized item of customer equipment whose condition and service history matter."},{"provenance":"established","description":"Ownership was proposed in Episode A and confirmed for ORG-08 in Episode B. The inventory record remains a provisional R1 source with twice-daily reconciliation.","why":"Reservation status must be both meaningful and fresh enough to support a promise.","decisions":"Close OI-06 for enterprise source authority; assess whether A4 removes a verified delay.","risks":"Seven of 24 inspected sequences had delayed updates; four uses of “allocated” did not mean confirmed. This purposive diagnostic is not an enterprise defect rate.","facts":[{"label":"Concept category","value":"Secondary (authored modeling judgment)"},{"label":"Source status","value":"Inventory reservation record accepted only as provisional R1 source with twice-daily reconciliation; enterprise authority remains OI-06"},{"label":"Nonterminal states","value":"Requested; Confirmed; Picked"},{"label":"Terminal states","value":"Consumed; Released; Expired"},{"label":"Concept types","value":"Not established by case; do not infer types from states."}],"sources":["OBJECTS","B"],"id":"BO-05","type":"information","name":"Part Reservation","definition":"A time-bounded allocation of a specific part quantity to planned service work."},{"provenance":"established","description":"An accepted assignment and verified skill qualification are separate checks.","why":"A person being scheduled does not establish suitability or available travel capacity.","decisions":"Validate skill signals and rural capacity before commitment.","risks":"The detailed object register assigns ORG-07 ownership; ORG-05 coordinates regional capacity. The compact workspace uses ORG-05 as owner, so the different scopes remain explicit.","facts":[{"label":"Concept category","value":"Secondary (authored modeling judgment)"},{"label":"Source status","value":"Scheduling record accepted for R1 subject to skill-data validation"},{"label":"Nonterminal states","value":"Proposed; Accepted; Dispatched; Arrived; In Progress"},{"label":"Terminal states","value":"Completed; Rejected; Reassigned; Cancelled"},{"label":"Concept types","value":"Not established by case; do not infer types from states."}],"sources":["OBJECTS"],"id":"BO-06","type":"information","name":"Technician Assignment","definition":"A governed allocation of a qualified technician and time window to service work."},{"provenance":"established","description":"Accepts, changes, or cancels the customer commitment on behalf of the customer","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Accepts, changes, or cancels the customer commitment on behalf of the customer"}],"sources":["CASE"],"id":"ORG-01","type":"actor","name":"Customer operations manager","definition":"Needs equipment restored when promised"},{"provenance":"established","description":"Owns branch adoption, local capacity choices, and use of the approved exception route","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Owns branch adoption, local capacity choices, and use of the approved exception route"}],"sources":["CASE"],"id":"ORG-02","type":"actor","name":"Branch manager","definition":"Balances customer commitments, capacity, margin, and local conditions"},{"provenance":"established","description":"Applies policy and raises exceptions; cannot waive enterprise guardrails","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Applies policy and raises exceptions; cannot waive enterprise guardrails"}],"sources":["CASE"],"id":"ORG-03","type":"actor","name":"Dispatcher","definition":"Creates feasible promises and sequences work"},{"provenance":"established","description":"Confirms execution facts and exception causes","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Confirms execution facts and exception causes"}],"sources":["CASE"],"id":"ORG-04","type":"actor","name":"Field technician","definition":"Executes work and records actual conditions"},{"provenance":"established","description":"Approves defined regional exceptions and is accountable for readiness across participating branches","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Approves defined regional exceptions and is accountable for readiness across participating branches"}],"sources":["CASE"],"id":"ORG-05","type":"actor","name":"Regional VP Operations","definition":"Coordinates capacity and resolves cross-branch operating conflicts"},{"provenance":"established","description":"Owns customer-disruption definition and service-recovery practice","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Owns customer-disruption definition and service-recovery practice"}],"sources":["CASE"],"id":"ORG-06","type":"actor","name":"VP Customer Operations","definition":"Represents customer outcome and service recovery"},{"provenance":"established","description":"Approves operating practices within delegated authority","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Approves operating practices within delegated authority"}],"sources":["CASE"],"id":"ORG-07","type":"actor","name":"VP Field Service","definition":"Owns field work planning, scheduling, execution, and workforce capacity"},{"provenance":"established","description":"Approves part-reservation rules and operating remediation","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Approves part-reservation rules and operating remediation"}],"sources":["CASE"],"id":"ORG-08","type":"actor","name":"VP Supply Operations","definition":"Owns part-availability operating performance"},{"provenance":"established","description":"Accountable for C-110 and C-170 performance and approves POL-01 with required contributors","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Accountable for C-110 and C-170 performance and approves POL-01 with required contributors"}],"sources":["CASE"],"id":"ORG-09","type":"actor","name":"EVP Service Operations","definition":"Sponsors I-01 and owns the service outcome"},{"provenance":"established","description":"Confirms business-object ownership and stewardship; does not own service performance","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Confirms business-object ownership and stewardship; does not own service performance"}],"sources":["CASE"],"id":"ORG-10","type":"actor","name":"Chief Data Officer","definition":"Owns enterprise information-governance policy"},{"provenance":"established","description":"Approves technology standards; does not own service-policy outcomes or vendor value claims","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Approves technology standards; does not own service-policy outcomes or vendor value claims"}],"sources":["CASE"],"id":"ORG-11","type":"actor","name":"Chief 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delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Frames, models, tests, recommends, and records; does not take the business decision"}],"sources":["CASE"],"id":"ORG-14","type":"actor","name":"Business architect","definition":"Maintains the decision frame and architecture trace"},{"provenance":"established","description":"Under authority delegated by ORG-13, may activate, stagger, adapt, pause, or stop R1 within the approved scope and cost/capacity band. Only where a governed guardrail explicitly permits, it may authorize one contained remediation interval to the next formal review after the named owner validates the breach; it may not waive or renew the exception, expand to R2, exceed an investment boundary, or reopen procurement.","why":"It distinguishes the person or role contributing expertise from the authority accountable for a result or authorized to make a decision.","decisions":"Bring the appropriate operating, information or investment authority into the review and verify the limits of delegation.","risks":"Architecture stewardship does not confer investment or operating authority.","facts":[{"label":"Decision rights","value":"Under authority delegated by ORG-13, may activate, stagger, adapt, pause, or stop R1 within the approved scope and cost/capacity band. Only where a governed guardrail explicitly permits, it may authorize one contained remediation interval to the next formal review after the named owner validates the breach; it may not waive or renew the exception, expand to R2, exceed an investment boundary, or reopen procurement."}],"sources":["CASE"],"id":"ORG-15","type":"actor","name":"R1 Readiness Forum","definition":"Brings Operations, Customer, Field, Supply, Information, Technology, Finance, and Delivery evidence together for the authorized release"},{"provenance":"established","description":"Participating R1 branch units","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map.","risks":"Organizational contribution does not transfer decision rights or create a capability parent.","facts":[],"sources":["CASE"],"id":"OU-01","type":"organization","name":"Branch Operations","definition":"Participating R1 branch units"},{"provenance":"established","description":"Regions supporting the R1 branches","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map.","risks":"Organizational contribution does not transfer decision rights or create a capability parent.","facts":[],"sources":["CASE"],"id":"OU-02","type":"organization","name":"Regional Operations","definition":"Regions supporting the R1 branches"},{"provenance":"established","description":"Part availability and reservation operations","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map.","risks":"Organizational contribution does not transfer decision rights or create a capability parent.","facts":[],"sources":["CASE"],"id":"OU-03","type":"organization","name":"Supply Operations","definition":"Part availability and reservation operations"},{"provenance":"established","description":"Enterprise service performance and promise policy","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map.","risks":"Organizational contribution does not transfer decision rights or create a capability parent.","facts":[],"sources":["CASE"],"id":"OU-04","type":"organization","name":"Service Operations","definition":"Enterprise service performance and promise policy"},{"provenance":"established","description":"Shared business information and stewardship policy","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map.","risks":"Organizational contribution does not transfer decision rights or create a capability parent.","facts":[],"sources":["CASE"],"id":"OU-05","type":"organization","name":"Information Governance","definition":"Shared business information and stewardship policy"},{"provenance":"established","description":"Collaborative governance team for the authorized R1 release","why":"It makes a constituted unit’s contribution visible alongside the cross-functional customer-value path.","decisions":"Identify the units that need to coordinate capacity, handoffs or change adoption, without treating the org chart as a capability map.","risks":"Organizational contribution does not transfer decision rights or create a capability parent.","facts":[],"sources":["CASE"],"id":"OU-06","type":"organization","name":"R1 Readiness Forum","definition":"Collaborative governance team for the authorized R1 release"},{"provenance":"established","description":"The case’s change boundary connects policy, confirmation, exception practice, adoption, and measurement.","why":"It keeps the business problem visible while comparing several responses.","decisions":"Choose the smallest commitment that can resolve decision-changing uncertainty.","risks":"No recorded decision authorizes enterprise procurement or twelve-branch activation.","facts":[],"sources":["A","B"],"id":"I-01","type":"initiative","name":"Connected Service Promise","definition":"Proposed bounded business change, not approved technology."},{"provenance":"established","description":"Latest accepted promise adherence is only one lens on the customer’s experience.","why":"The denominator and promise version can change the apparent result.","decisions":"Compare original commitments, restoration time, scope, and branch variation.","risks":"The 82% enterprise dashboard is not a comparable pilot baseline. The 92% R1 gate does not replace the 95% strategic target.","facts":[],"sources":["B","C"],"id":"M-01","type":"measure","name":"Promise adherence","definition":"Cumulative latest-accepted-promise adherence;92%R1 gate versus95%strategic target. Original promise and restoration outcomes remain balancing measures.","measures":[{"label":"Latest accepted promise","value":"92.8%","period":"Days 1–90 · Feb 2–May 2, 2026","scope":"451/486 completed eligible promises; includes earlier removed-scope records","source":"DATA"},{"label":"metropolitan","value":"94.9%","period":"Days 1–90","scope":"167/176 eligible completed promises","source":"DATA"},{"label":"mixed","value":"94.0%","period":"Days 1–90","scope":"156/166 eligible completed promises","source":"DATA"},{"label":"rural","value":"88.9%","period":"Days 1–90","scope":"128/144 eligible completed promises","source":"DATA"}]},{"provenance":"established","description":"Repeat visits with disputed preventable-cause coding.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-02","type":"measure","name":"Avoidable repeat visits","definition":"Repeat visits with disputed preventable-cause coding.","measures":[{"label":"Repeat visits","value":"11%","period":"Day 90","scope":"Preventable-cause coding remains disputed; 8% strategic aspiration","source":"C"}]},{"provenance":"established","description":"Finance-governed cumulative margin and work-mix interpretation.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-03","type":"measure","name":"Gross service margin","definition":"Finance-governed cumulative margin and work-mix interpretation.","measures":[{"label":"Gross service margin","value":"31.2%","period":"Days 1–90","scope":"Cumulative governed margin; 31% minimum","source":"C"}]},{"provenance":"established","description":"Recorded part/skill confirmation;90%later-period gate; not identical to full policy compliance.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-04","type":"measure","name":"Part/skill confirmation","definition":"Recorded part/skill confirmation;90%later-period gate; not identical to full policy compliance.","measures":[{"label":"Part/skill confirmation","value":"92.1%","period":"Days 31–90","scope":"315/342; not a cumulative 90-day measure","source":"C"}]},{"provenance":"established","description":"Productivity deterioration with work-mix explanation.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-06","type":"measure","name":"Field productivity","definition":"Productivity deterioration with work-mix explanation.","measures":[{"label":"Productivity vs baseline","value":"−2.0%","period":"Day-90 review","scope":"Comparable baseline; 3% guardrail","source":"C"}]},{"provenance":"established","description":"Complete workflow or valid approved exception;85%day30 and95%later-period gates. Not nested within M-04.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-07","type":"measure","name":"Policy adoption","definition":"Complete workflow or valid approved exception;85%day30 and95%later-period gates. Not nested within M-04.","measures":[{"label":"Complete policy / exception","value":"95.9%","period":"Days 31–90","scope":"328/342; not a subset or superset of M-04","source":"C"}]},{"provenance":"established","description":"At most$300k fully loaded change cost and6peak temporary FTE; forecast excess requires prior scope/funding action; recurring burden separate.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-08","type":"measure","name":"Cost and capacity","definition":"At most$300k fully loaded change cost and6peak temporary FTE; forecast excess requires prior scope/funding action; recurring burden separate.","measures":[{"label":"Change cost / peak capacity","value":"$287k / 5.8 FTE","period":"Through day 90","scope":"Recurring manual-control cost is a separate operating estimate","source":"C"}]},{"provenance":"established","description":"Approved R1 policy: confirmation or a complete approved exception; preserve original/revised promise lineage,communication and recovery.","why":"It makes permitted operating decisions explicit at the point Northstar forms or revises a customer commitment.","decisions":"Check whether people can follow the rule, route an exception and obtain timely authority under real operating constraints.","risks":"Policy approval does not establish adoption or sufficient operating capacity.","facts":[],"sources":["A","B"],"id":"POL-01","type":"policy","name":"Service Promise Policy","definition":"Approved R1 policy: confirmation or a complete approved exception; preserve original/revised promise lineage,communication and recovery."},{"provenance":"established","description":"Escalations attributable to a missed or changed promise per 100 eligible commitments.","why":"It gives the decision a defined observation to inspect, including its population, period and limitations.","decisions":"Choose whether to continue, investigate or adapt using comparable measures and balancing evidence rather than one headline.","risks":"Different populations and promise versions cannot be compared as if they were interchangeable.","facts":[],"sources":["B","C"],"id":"M-05","type":"measure","name":"Customer escalations","definition":"Escalations attributable to a missed or changed promise per 100 eligible commitments.","measures":[{"label":"Escalations","value":"5.6 per 100","period":"Day-90 review","scope":"Eligible commitments; inspect case definition and tolerance","source":"C"}]},{"provenance":"established","description":"A three-branch experiment using existing systems and controlled manual work. The v1.2 reference path releases $15k for diagnosis, up to $75k cumulatively for preparation, and at most $300k after a separate operating-entry decision.","why":"A bounded experiment can reveal source, authority, capacity, and customer-value constraints.","decisions":"Continue, adapt, stop, or authorize further design using the actual evidence.","risks":"Operational feasibility at day 90 does not establish improved customer value or enterprise repeatability.","facts":[],"sources":["BRIEF-A","BRIEF-B","BRIEF-C"],"id":"R1","type":"release","name":"Three-branch feasibility release","definition":"Can the defined policy, information, exception, and operating practices work under three intentionally different conditions and produce decision-grade measures using existing systems?"},{"provenance":"established","description":"Twelve-branch repeatability is a future release boundary. DEC-005 permits design/readiness investigation only.","why":"Purposeful three-branch evidence cannot settle whether the practice repeats across the enterprise.","decisions":"Resolve customer value, source authority, rural capacity, recurring cost, and new exit criteria before requesting activation.","risks":"Activation is not authorized. Do not treat the diagram as an approved roadmap.","facts":[],"sources":["CASE","BRIEF-C"],"id":"R2","type":"release","name":"Twelve-branch repeatability release","definition":"Can the operating model be repeated across regions and broader work types without unacceptable local workarounds, cost, or performance variance?"},{"provenance":"established","description":"Enterprise rollout and only the technology required for confirmed residual gaps","why":"It bounds what Northstar proposes to learn or establish at one point in the change, preserving the conditions for a later commitment.","decisions":"Check operating entry, exit, continuation and stop conditions before approving activation or expansion.","risks":"Platform procurement requires its own business case and decision after repeatability evidence; R2 success does not automatically select a vendor.","facts":[],"sources":["CASE"],"id":"R3","type":"release","name":"Enterprise enablement","definition":"What enterprise operating model and automation are justified by repeatable evidence?"},{"provenance":"established","description":"O-01/O-02/O-03, BO-02, Operations and Customer approval","why":"It separates coherent work inside the initiative so that prerequisites and handoffs can be reviewed.","decisions":"Coordinate sequencing, ownership and readiness with related packages; an architectural dependency alone is not a delivery estimate.","risks":"Original Episode A status: Proposed; not approved merely because R1 is funded. Later readiness and results require the episode evidence.","facts":[],"sources":["CASE"],"id":"CP-01","type":"change-package","name":"Promise definition and policy","definition":"One usable rule for creating, changing, cancelling, and recovering customer commitments"},{"provenance":"established","description":"BO-05 owner/source decision; skill-data validation","why":"It separates coherent work inside the initiative so that prerequisites and handoffs can be reviewed.","decisions":"Coordinate sequencing, ownership and readiness with related packages; an architectural dependency alone is not a delivery estimate.","risks":"Original Episode A status: Proposed. Later readiness and results require the episode evidence.","facts":[],"sources":["CASE"],"id":"CP-02","type":"change-package","name":"Parts and skills confirmation","definition":"Dispatcher can distinguish confirmed, provisional, and unavailable prerequisites"},{"provenance":"established","description":"POL-01, M-07, the one-shift exception criterion, and named escalation authority","why":"It separates coherent work inside the initiative so that prerequisites and handoffs can be reviewed.","decisions":"Coordinate sequencing, ownership and readiness with related packages; an architectural dependency alone is not a delivery estimate.","risks":"Original Episode A status: Proposed. Later readiness and results require the episode evidence.","facts":[],"sources":["CASE"],"id":"CP-03","type":"change-package","name":"Scheduling and branch-exception practice","definition":"Promise reflects geography and capacity while legitimate local discretion remains usable"},{"provenance":"established","description":"CP-01–CP-03 and readiness evidence","why":"It separates coherent work inside the initiative so that prerequisites and handoffs can be reviewed.","decisions":"Coordinate sequencing, ownership and readiness with related packages; an architectural dependency alone is not a delivery estimate.","risks":"Original Episode A status: Proposed. Later readiness and results require the episode evidence.","facts":[],"sources":["CASE"],"id":"CP-04","type":"change-package","name":"R1 enablement and adoption","definition":"Three branches can operate, audit, support, and reverse the change"},{"provenance":"established","description":"M-01–M-08, E-008–E-010","why":"It separates coherent work inside the initiative so that prerequisites and handoffs can be reviewed.","decisions":"Coordinate sequencing, ownership and readiness with related packages; an architectural dependency alone is not a delivery estimate.","risks":"Original Episode A status: Proposed. Later readiness and results require the episode evidence.","facts":[],"sources":["CASE"],"id":"CP-05","type":"change-package","name":"Measurement and investment review","definition":"Decision forums can continue, adapt, scale, procure, or stop using governed evidence"},{"provenance":"established","description":"A credible alternative or complement to the operating experiment. The planning range is $60–120k and one to two temporary FTE, conditional on usable source semantics.","why":"A narrow integration may remove delay at lower commitment if the underlying signals are reliable.","decisions":"Compare against operating correction and the platform after timing the actual bottleneck.","risks":"It cannot fix technician scarcity, travel, or disputed promise policy. No approval or benefit is implied.","facts":[],"sources":["A"],"id":"A4","type":"initiative","name":"Targeted integration","definition":"A reservation/skill-status feed and dispatcher exception queue using existing systems."},{"provenance":"established","description":"$25–75k and 0.5–1 temporary FTE are planning ranges in E-007.","why":"Measurement repair may change the apparent problem before a broader investment.","decisions":"Prefer this option if reconciliation eliminates the supposed performance gap.","risks":"It does not directly test or change operating practice.","facts":[],"sources":["A"],"id":"A0","type":"initiative","name":"Reconcile measures first","definition":"Clarify definitions and improve reporting without changing the promise practice."},{"provenance":"established","description":"The vendor proposes $4–7 million over 18–24 months. A controlled demonstration blocked commitments with missing part/skill fields.","why":"Automation may address a residual gap once that gap and adoption conditions are established.","decisions":"Retain DEC-002 procurement deferral; compare alternatives against verified constraints.","risks":"No live Northstar feed, representative rural work, adoption evidence, or customer-value experiment supported the demonstration.","facts":[],"sources":["A","BRIEF-C"],"id":"A3","type":"initiative","name":"Enterprise scheduling platform","definition":"Procure and deploy the proposed enterprise scheduling product."},{"provenance":"modeling","description":"Context concept from the corrected hierarchy. Part Reservation depends on a quantity of this concept.","why":"A reservation and the thing reserved have different identities and lifecycles.","decisions":"Keep object boundaries clear when assigning ownership.","risks":"This context concept is an authored modeling addition, not new operating evidence.","facts":[],"sources":["HIERARCHY","CASE"],"id":"HC-PART","type":"information","name":"Part","definition":"A physical component used in equipment service."},{"provenance":"modeling","description":"Context concept from the corrected hierarchy. Technician Assignment allocates the person’s capacity.","why":"A person and an assignment are distinct concepts.","decisions":"Distinguish capability decomposition from resource dependencies.","risks":"No additional people, roles, or staffing levels are inferred.","facts":[],"sources":["HIERARCHY","CASE"],"id":"HC-HUMAN-RESOURCE","type":"information","name":"Human Resource","definition":"A person whose work is used by the enterprise."},{"provenance":"modeling","description":"E-008 accepts it for R1 only, with twice-daily reconciliation. This Atlas ID identifies an already documented record; no product or database design is invented.","why":"The record can lag the physical reservation state.","decisions":"Resolve enterprise authority and source freshness before integrating its status.","risks":"A named record does not establish an enterprise system of record.","facts":[],"sources":["B"],"id":"SYS-RESERVATION","type":"technology","name":"Inventory reservation record","definition":"The existing inventory record used as the provisional R1 reservation-status source."},{"provenance":"modeling","description":"An Atlas identifier for the supporting record in E-008, not a new application.","why":"Promise lineage is necessary to compare original and revised commitments.","decisions":"Verify lineage and audit rules for readiness.","risks":"R1 acceptance does not select enterprise future-state technology.","facts":[],"sources":["B"],"id":"SYS-PROMISE","type":"technology","name":"Current service-promise record","definition":"The existing record accepted for R1 under versioning, original/revised linkage, and audit rules."},{"provenance":"established","description":"Recorded fictional reference disposition. Conditions remain attached to the decision.","why":"It preserves what Northstar actually authorized, who held authority and which conditions remain attached.","decisions":"Determine the next permitted action and the evidence or separate authorization required before expanding the commitment.","risks":"A later result does not rewrite what was knowable at the original decision.","facts":[],"sources":["BRIEF-A"],"id":"DEC-001","type":"decision","name":"Fund a bounded diagnostic","definition":"Only the first $15k is released initially within a conditional $150–300k A1/R1 envelope. Preparation and activation each require subsequent decisions."},{"provenance":"established","description":"Recorded fictional reference disposition. Conditions remain attached to the decision.","why":"It preserves what Northstar actually authorized, who held authority and which conditions remain attached.","decisions":"Determine the next permitted action and the evidence or separate authorization required before expanding the commitment.","risks":"A later result does not rewrite what was knowable at the original decision.","facts":[],"sources":["BRIEF-A"],"id":"DEC-002","type":"decision","name":"Defer platform procurement","definition":"Keep procurement deferred pending repeatability-quality evidence, residual-gap analysis, and a separate comparison and authorization."},{"provenance":"established","description":"Recorded fictional reference disposition. Conditions remain attached to the decision.","why":"It preserves what Northstar actually authorized, who held authority and which conditions remain attached.","decisions":"Determine the next permitted action and the evidence or separate authorization required before expanding the commitment.","risks":"A later result does not rewrite what was knowable at the original decision.","facts":[],"sources":["BRIEF-B"],"id":"DEC-003","type":"decision","name":"Begin R1 only when ready","definition":"Authorize a staggered start after remaining training and baseline reconciliation. Temporary source and backup-approver conditions expire at day 30 unless explicitly reviewed."},{"provenance":"established","description":"Recorded fictional reference disposition. Conditions remain attached to the decision.","why":"It preserves what Northstar actually authorized, who held authority and which conditions remain attached.","decisions":"Determine the next permitted action and the evidence or separate authorization required before expanding the commitment.","risks":"A later result does not rewrite what was knowable at the original decision.","facts":[],"sources":["C"],"id":"DEC-004","type":"decision","name":"Continue one remediation interval","definition":"Continue only to day 90 under the delegated margin exception. Narrow admissions, repair controls, review workload, and prohibit expansion."},{"provenance":"established","description":"Recorded fictional reference disposition. 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Deterioration warrants investigation, without claiming the policy caused it.","correct":true},{"label":"Declare either proven success or proven harm.","feedback":"Neither causal conclusion follows from these descriptive comparisons.","correct":false}]}]},{"id":"invest","title":"Where should Northstar invest?","minutes":"6 min","intro":"Compare commitments by what they can establish.","steps":[{"title":"The expensive option is easy to name.","body":"The vendor demonstration establishes a technical behavior. The $4–7m platform option still lacks evidence of enterprise fit, adoption, and customer value.","view":"impact","element":"A3","focus":"A3","prompt":"What would strengthen a platform case?","choices":[{"label":"Verified residual gaps, comparable options, and a separate business case.","feedback":"Yes. A feature demonstration alone cannot make that argument.","correct":true},{"label":"The vendor can draw a complete architecture diagram.","feedback":"Completeness of a diagram does not establish the value of the intervention.","correct":false}]},{"title":"Give the smaller rival a fair hearing.","body":"A4 proposes a $60–120k feed and exception queue. It may win if source states are reliable and avoidable checking delay is the material constraint. Compare its footprint with R1.","view":"impact","element":"A4","focus":"A4","prompt":"When could the narrow integration be preferable?","choices":[{"label":"Whenever it costs less.","feedback":"A cheaper response that misses the limiting condition is not necessarily better.","correct":false},{"label":"When verified source quality and a measured bottleneck support it.","feedback":"Exactly. Check the business dependency before comparing the price.","correct":true}]},{"title":"Buy the fact that could change the decision.","body":"The reference path initially releases only $15k for diagnosis inside a conditional envelope. Preparation and activation each require later decisions. The whole cap is not automatically released.","view":"strategy","element":"DEC-001","focus":"","prompt":"What makes the diagnostic worth funding?","choices":[{"label":"It is guaranteed to validate the preferred pilot.","feedback":"A useful diagnostic may favor A0, A4, redesign, or stopping.","correct":false},{"label":"Its possible findings can change the next commitment.","feedback":"Yes. A learning exercise that cannot alter a decision needs redesign.","correct":true}]},{"title":"Funding and readiness answer different questions.","body":"Training, baseline reconciliation, provisional source controls, exception authority, support, and rollback must work in the actual operation.","view":"information","element":"ORG-15","focus":"","prompt":"Can the readiness forum activate twelve branches?","choices":[{"label":"No; its authority is bounded to R1.","feedback":"Correct. R2 activation and procurement remain with separate Investment Council decisions.","correct":true},{"label":"Yes, because the initiative already has funding.","feedback":"A funding envelope does not enlarge delegated operating authority.","correct":false}]},{"title":"A feasible practice can still be a poor expansion.","body":"The day-90 reference decision allows R2 design/readiness only. Customer-value concerns, rural performance, recurring manual burden, and source authority remain unresolved.","view":"strategy","element":"DEC-005","focus":"","prompt":"Which next action respects the evidence?","choices":[{"label":"Investigate the residual gaps and preserve a stop option.","feedback":"Yes. The architecture keeps the alternatives, conditions, and responsible parties connected.","correct":true},{"label":"Automatically scale after crossing 92%.","feedback":"That is an interim feasibility threshold, not proof of customer value or permission to expand.","correct":false}]}]},{"id":"modernize","title":"What changes if we modernize this capability?","minutes":"4 min","intro":"Test a fictional integration choice against real case dependencies.","steps":[{"title":"Take A4 as a possibility, not an approval.","body":"Suppose Northstar selects the documented targeted integration option. Its detailed footprint here is an explicitly illustrative extension. Open a path to see where the inference begins.","view":"impact","element":"A4","focus":"A4","prompt":"Does the highlighted footprint authorize implementation?","choices":[{"label":"No; it scopes questions and stakeholders for review.","feedback":"Correct. The initiative remains a candidate, and indirect impacts remain inferred.","correct":true},{"label":"Yes; every highlighted item is a confirmed requirement.","feedback":"An impact map is not an approved requirement set.","correct":false}]},{"title":"A faster signal needs a sound meaning.","body":"Follow the proposed feed to the reservation concept and its provisional record. A confirmed reservation may expire; an allocated planning quantity may not be physically held.","view":"relationships","element":"BO-05","focus":"","prompt":"What is the prerequisite for safe automation?","choices":[{"label":"Publish every available status as quickly as possible.","feedback":"That could propagate ambiguity faster.","correct":false},{"label":"Validate state meaning, freshness, lineage, and failure handling.","feedback":"Yes. The dependency can require information and operating work before technical work.","correct":true}]},{"title":"Find the people who must make it work.","body":"Supply owns part performance and reservation meaning. Field Service owns scheduling performance; Regional Operations contributes cross-branch capacity and exception authority. Inspect those distinct links.","view":"information","element":"C-130","focus":"","prompt":"Who should resolve cross-branch exception capacity?","choices":[{"label":"Regional Operations with the relevant operating owners.","feedback":"Yes. Information stewardship and technical integration do not replace this operating authority.","correct":true},{"label":"The business architect acting alone.","feedback":"The architect can frame and trace the issue but cannot assume operating authority.","correct":false}]},{"title":"Define what would count as better.","body":"Measure effort and exception delay while preserving original commitments, restored availability, margin, and capacity. If integration improves a screen but worsens the customer outcome, revisit the design.","view":"strategy","element":"M-RESTORATION","focus":"","prompt":"Which evidence would justify continuing?","choices":[{"label":"A faster API response by itself.","feedback":"Technical performance does not settle the business outcome.","correct":false},{"label":"Verified operational improvement with acceptable customer outcomes and guardrails.","feedback":"Yes. Keep the measures and stop conditions connected to the intended value.","correct":true}]}]}]}