File: stage-1-04-project-plan-v1-0.md
Kestrel Medical: Project Plan
Test case, Sample data. Built from Business Requirements v1.0 (23-Oct-26). Dates and effort are Gary's proposals.
1. Goal and scope
- Goal: a first trusted dashboard Sharon can take to global as evidence and use in rep meetings, covering gross margin, revenue growth, big tender wins and one agreed set of numbers
- In scope: the Top 5 measures and their six sub-KPIs in Business Requirements v1.0
- Out of scope this time: CRM win rate, reps' reported competitor price cuts, service and field measures
2. Phases and sprints
| Phase | Dates (proposed) | Deliverables | Owner (role) |
|---|---|---|---|
| 1. Discover | 23-Oct-26 to 30-Oct-26 | Business Requirements v1.0, open questions answered by the bid manager and finance | Gary; sales leader |
| 2. Build KPIs | 2-Nov-26 to 27-Nov-26 (2 sprints) | Calculation Pack: measures confirmed on the data, baselines, pace needed, challenge notes | Kewpie; finance report owner |
| 3. Visualise | 30-Nov-26 to 11-Dec-26 (1 sprint) | Story, Standard dashboard (pack-first layout), Experimental options | Viktor |
| 4. Harden | 14-Dec-26 to 22-Jan-27 (1 sprint, plus the holiday break) | Standards and validation, stakeholder review, fixes | Jennifer |
| 5. Embed | 25-Jan-27 to 5-Feb-27 | Handover, owner walk-through, monthly review rhythm agreed | Adam; sales leader |
The data adds a sprint to Build KPIs: cost of sales isn't named yet, the reports disagree, and the tender file stores values as text.
↑ Back to top3. MoSCoW
| Priority | Items |
|---|---|
| Must | Gross margin per cent; Average discount off list price on big deals; Revenue growth on the year; Big tender win rate; Monthly reports that match the agreed set of numbers |
| Should | Gross margin by product group; Revenue growth by product group; Revenue growth by rep; Our price against the winning price on lost tenders; Why we lost, from the debriefs; Who is winning the tenders we lose |
| Could | Experimental dashboard options |
| Won't (this time) | CRM win rate; reps' reported competitor price cuts; service and field measures |
4. Effort estimate
| Phase | Person-days | Assumptions |
|---|---|---|
| Discover | 3 | Bid manager and finance answer the open questions within a week |
| Build KPIs | 10 | Includes agreeing the sales definition with finance and parsing the tender file |
| Visualise | 5 | One Standard version, up to two Experimental |
| Harden | 4 | One round of stakeholder fixes |
| Embed | 2 | One walk-through session |
| Total | 24 |
5. RAID log
| ID | Type | Description | Impact | Owner (role) | Action | Status |
|---|---|---|---|---|---|---|
| R1 | Risk | Cost of sales isn't named, so gross margin per cent can't be calculated | H | Finance report owner | Name the SAP field and reconcile to 41 per cent | Open |
| R2 | Risk | The evidence may show losses weren't mainly price, which changes the discount case to global | H | Sales leader | Agree up front that the dashboard shows the evidence either way | Open |
| R3 | Risk | Only a handful of big tenders a year, so the win rate swings on one result | M | Bid manager | Show counts next to rates; use a rolling window | Open |
| I1 | Issue | Thirty monthly reports disagree; cause unknown | H | Finance report owner | Agree one sales definition and customer grouping | Open |
| I2 | Issue | CRM not trusted for win-loss | M | Sales leader | Use the tender file instead | Closed (designed out) |
| A1 | Assumption | Revenue counts on ship date until finance confirms | M | Finance report owner | Confirm the rule | Open |
| A2 | Assumption | Sample data reflects the real systems' shape | M | Kewpie | Check against real extracts before go-live | Open |
| D1 | Dependency | Bid manager supplies the win-rate target and debrief letters | H | Bid manager | Answer before Build KPIs ends | Open |
| D2 | Dependency | Global's pack format and the next date evidence goes to global | M | Sales leader | Confirm before Visualise | Open |
| D3 | Dependency | Privacy and customer confidentiality rules for competitor prices and customer names | M | Sales leader | Confirm before Visualise | Open |
6. Milestones and approval gates
| Milestone | Gate | Proposed date |
|---|---|---|
| Business Requirements v1.0 approved | Stage 1 gate (Adam) | 30-Oct-26 |
| Calculation Pack approved | Stage 2 gate (Adam) | 27-Nov-26 |
| Standard dashboard chosen | Stage 3 gate (Adam) | 11-Dec-26 |
| Finished first draft validated | Stage 4 gate (Adam) | 22-Jan-27 |
| Stakeholder brief coverage check | Ovy, before Stage 5 | 23-Jan-27 |
| Walk-through, sign-off and go-live date set | Stage 5 (Sharon and Adam) | 5-Feb-27 |
7. Review rhythm after go-live
- Monthly: sales leader reviews the Top 5, in line with today's monthly reports (Sharon's expectation, to confirm)
- After each big tender decision: bid manager updates the outcome, winning price and debrief
- Before each global review: pack produced from the dashboard (date and format open)
- Quarterly: finance report owner checks the monthly reports against the agreed set of numbers