- What situation is it for?
- More ideas than resources, an unclear priority or requirements before a project.
- What do you get?
- A recommendation for further work: what to check, in what scope and once which conditions are met.
- How will you use it?
- For a conversation about funding, agreeing priorities or preparing the next order.
- What does the result depend on?
- On knowledge of the process, the involvement of the right people and identifying who will confirm the resources and the unknowns.
Result and method of assessment
Within the agreed scope, the result organises the goal, options, resources, assumptions and gaps. It separates confirmed information from unknowns and indicates who will check them and when. Acceptance concerns the agreed completeness and the basis of the recommendation, e.g. whether the trial has a defined scope and method of assessment. Postponing an idea can be a correct result.
The method of assessing a later implementation is agreed separately. The report alone does not approve an investment; a consultation does not have to include a full financial model. Without evidence, we do not attach an amount of avoided loss to a recommendation.
Sample result: three ideas and A decision on further work
Illustration on fictional data. An organisation is considering inquiry analysis, autonomous discounts and knowledge search.
- Inquiry analysis
- a direction for a limited trial after checking the examples, rules and access. The task and the user can be described, and the result assessed for completeness, conflicts and the corrections needed.
- Autonomous discounts
- shared rules and responsibility first. There is no consent to automatic pricing commitments.
- Knowledge search
- a specific user task, sources and permissions first.
The result is a justified direction to check, the conditions for starting and the reasons for postponing the remaining ideas. The order follows from the available evidence and the gaps that need clarifying.
What can change the recommendation?
A lack of suitable data, a small volume or the cost of control can undermine the point of a trial. If a current tool covers the task, it is worth assessing its use first. We check the expected financial effect on explicit assumptions, separating the potential value of time from cash flow.
How to prepare?
Describe the task, its users and the expected effect. If you can, point to the current flow of work and the information available. You do not need to choose a model or technology beforehand.
A consultation and a workshop are paid forms of collaboration. The scope, terms and expected result are agreed individually.