File: 2026.10.26 - Lumenwire Audio - 01 Project Plan.md
Lumenwire Audio: Project Plan
Test case. Made-up company, Sample data. Dates, effort and owners are Gary's proposals unless marked "Marcus".
1. Goal and scope
- Goal: one monthly page for the chair and the board that shows, from one set of numbers everyone trusts, whether Lumenwire is getting back to A$115m and whether it's still growing underneath the fall
- Based on:
2026.10.26 - Lumenwire Audio - 01 Business Requirements.md, version 1.0 - In scope: the Top 5 KPIs and 5 sub-KPIs in the Business Requirements; board page plus exec screen view
- Out of scope this time: underlying earnings (EBITDA), design wins as a page-one headline, paid features switched on in the field (all in the backlog)
2. Phases and sprints
Sprints are 2 weeks. Phase 2 is set at 2 sprints because two KPIs depend on people outside the interview (telemetry, forecasts) and the data has known gaps. Assumes a break from 21-Dec-26 to 8-Jan-27.
| Phase | Dates | Deliverables | Owner (role) |
|---|---|---|---|
| 1. Discover | 26-Oct-26 to 6-Nov-26 | Business Requirements v1.0 approved; open questions Q-1 to Q-11 answered; sign-off on New devices activated (K2) and Forecast accuracy (K5) | Business requirements lead; CEO; CFO; VP Sales; Head of Platform Engineering |
| 2. Build KPIs | 9-Nov-26 to 4-Dec-26 (2 sprints) | Measures confirmed on the data, baselines, pace needed, counter-metrics, challenge notes | KPI analyst (Kewpie), with the CFO and Head of Platform Engineering |
| 3. Visualise | 7-Dec-26 to 18-Dec-26 (1 sprint) | Story, Standard dashboard, Experimental options | Data visualisation lead (Viktor) |
| 4. Harden | 11-Jan-27 to 22-Jan-27 (1 sprint) | Standards check, validation against the Business Requirements, stakeholder review, fixes | Standards lead (Jennifer) |
| 5. Embed | 25-Jan-27 to 5-Feb-27 | Handover, owner briefings, monthly review rhythm agreed | CEO with the KPI owners |
First board-ready dashboard: the first board pack after 5-Feb-27 (about 14 weeks from today).
↑ Back to top3. MoSCoW
| Priority | Items |
|---|---|
| Must | Total revenue, last 12 months, against the path to A$115m (K1); New devices activated in the field (K2); Software revenue growth (K3); Design wins that ship (K4); Forecast accuracy (K5). K2 and K5 go on page one only after their sign-offs |
| Should | OEM stock on hand (K2.1); Share of software revenue from the largest licences (K3.1); Gross margin % (K3.2); Months from design win to first shipment (K4.1); Design wins per quarter (K4.2) |
| Could | Experimental dashboard views |
| Won't (this time) | Underlying earnings (EBITDA); design wins as a headline; paid features switched on in the field |
4. Effort estimate (person-days)
| Phase | Person-days | Assumptions |
|---|---|---|
| 1. Discover | 4 | Includes three follow-up conversations (CFO, VP Sales, Head of Platform Engineering) |
| 2. Build KPIs | 14 | Ledger sign rules, telemetry scaling and de-duplication, CRM stage-date gaps, forecast unit conversion, OEM name matching |
| 3. Visualise | 6 | One page, five KPIs, sub-KPI drill views |
| 4. Harden | 5 | One round of fixes after stakeholder review |
| 5. Embed | 3 | Briefings for four owners |
| Total | 32 | Data access granted by 9-Nov-26 |
5. RAID log
| ID | Type | Description | Impact | Owner (role) | Action | Status |
|---|---|---|---|---|---|---|
| R1 | Risk | The telemetry can't be used as an end-customer view (coverage, test devices, OEM link), so New devices activated (K2) can't go on the page | H | Head of Platform Engineering | Answer Q-4 by 6-Nov-26; if it fails, Gary proposes a replacement for the CEO to approve | Open |
| R2 | Risk | The CFO doesn't support Forecast accuracy (K5) as specified | M | CFO | Answer Q-5 by 6-Nov-26 | Open |
| R3 | Risk | Design-win counts are inflated by the bonus (paid per design win, no clawback), so the "record 1,180" overstates the pipeline | H | VP Sales | Conversion rate (K4) leads; counts kept underneath; Kewpie checks against invoices | Open |
| R4 | Risk | The dashboard is used to tell the CEO's story rather than test it | M | Business requirements lead | Every KPI traced to the Business Requirements; thresholds agreed before the data is seen | Open |
| A1 | Assumption | The A$115m date is 30 Jun 2028 | M | Chair, via the CEO | Confirm (Q-1) | Open |
| A2 | Assumption | Sample data reflects the shape of the real data | M | KPI analyst | Check during Build KPIs | Open |
| I1 | Issue | No targets exist for software, design wins, forecasts or FY27 lines that Marcus can vouch for | H | CFO | Answer Q-2 and Q-3 by 6-Nov-26 | Open |
| I2 | Issue | History and refresh are unknown for every system | M | CFO, VP Sales, Head of Platform Engineering | Answer Q-6 by 6-Nov-26 | Open |
| D1 | Dependency | Access to the ledger, CRM, telemetry, licences, forecasts and OEM stock reports | H | CFO, VP Sales, Head of Platform Engineering | Grant by 9-Nov-26 | Open |
| D2 | Dependency | CFO and legal decision on naming OEMs and customers | M | CFO with legal | Answer Q-7 before Visualise starts (7-Dec-26) | Open |
6. Milestones and approval gates
| Gate | Milestone | Approver | Target date |
|---|---|---|---|
| Stage 1 | Business Requirements and Project Plan approved | Adam (Head of the Data Team) | 27-Oct-26 |
| Stage 2 | KPI calculations, baselines and challenges approved | Adam | 4-Dec-26 |
| Stage 3 | Story and dashboard versions approved | Adam | 18-Dec-26 |
| Stage 4 | Standards and validation passed; final approval | Adam | 22-Jan-27 |
| Stage 5 | Stakeholder sign-off and go-live | Marcus (CEO), then Adam | 5-Feb-27 |
7. Review rhythm after go-live
- Monthly: board page in the board pack; the CEO tells the board which actions are being taken (Marcus)
- Monthly: exec team reviews every KPI out of threshold with its owner before the board pack closes (Gary's proposal)
- Quarterly: Forecast accuracy (K5) and OEM stock on hand (K2.1) updated; targets and thresholds reviewed with the CFO (Gary's proposal)