Stop 9 of 9 · Weekly
Nadia's two weeks away and the capstone
The handover pack, the four routines carrying the week, and the graded capstone: one week run by the team, scored out of 100.
What the pack has to contain
Eight stops of parts, assembled into a fortnight that happens without you. The handover pack is one page in the Operations Project and it exists so nobody has to guess.
- Who owns each of the four Projects, and who covers each owner.
- The four routines, when they run, and who reads each one.
- The three delegations and who does each review step.
- The tier table with a covering name against tier three.
- The approval flow, and the two people who may decide in Nadia's place, with the limit of what they may decide.
- The one thing that genuinely stops and waits: anything about price, terms, pay or the bank.
That last line is why two weeks is possible. You are not delegating everything. You are delegating everything except four categories, and those four wait.
Here are my four Project instruction sets, my four routine prompts, my three delegation briefs, the tier table and the approval flow: [paste all of them]. Build a one page handover pack covering who owns what, what runs when, who reads each output, who covers each owner, and the exact list of decisions that must wait for me. Then list every gap: any output with no named reader, any owner with no cover, and any decision the documents do not say who makes.
The capstone
One week. The team runs the business on the systems and you do not answer operational questions. You keep six artefacts: the handover pack, the week's routine output files, the reviewed delegation files with the reviewer's marks, the portal session log, the dashboard for the week with the previous four weeks beside it, and the exception log.
[upload the six capstone artefacts: handover pack, routine output files, reviewed delegation files, portal session log, dashboard with four prior weeks, exception log] Grade this against the rubric below, out of 100, scoring each criterion separately and quoting the evidence you used from the files. For every point not awarded, say exactly what is missing and what would have earned it. Be strict about two things: any routine output that made a decision rather than reporting one, and any question that reached the owner that a Project should have answered.
The rubric
| Criterion | Points | Full marks means |
|---|---|---|
| Handover pack complete | 10 | Every routine, delegation and tier has a named owner and a named cover |
| Routines reported, never decided | 20 | No routine output sent, changed a record, quoted a price or committed a date |
| Delegations reviewed, not waved through | 15 | Every batch has a reviewer, a review time and at least one marked change or a written note saying none was needed |
| Submit and paste rules held | 15 | A human clicked every submit, every session is in the log, and no pay, customer pricing, supplier terms or bank detail appears in any chat |
| Exceptions owned by someone else | 25 | At least 70 percent of exceptions decided by somebody other than the owner, each with evidence, a decision and a thirty-day date |
| The week is measurable | 15 | The eight dashboard numbers exist for the week, sit beside four prior weeks, and every trigger crossed has a name against it |
Eighty passes. Under eighty, the gap is nearly always the same one: questions that escaped to the owner because a rule was never written or an owner was never named.