Four shapes of work written out end to end: what goes wrong, what gets built, and what changes once it runs. They show how a job gets scoped, not jobs already done.
Note: these are composite examples, not delivered engagements. No client is named and no outcome is quantified, because none of this has been measured with a client who agreed to publish it.
Submittals and RFIs arrived as emailed PDFs in no consistent format, and a project engineer was re-keying them into the project system by hand.
Built an intake workflow that extracts the fields from each document, checks them against the project's own requirements, and stages the record for a human to approve.
Calls placed after the office closed went to voicemail, and by morning the customer had usually booked whoever answered first.
Answered the out-of-hours calls, recorded the fault and access details in a fixed format, booked routine work, and paged the on-call technician for genuine emergencies.
Late, short-delivered and mis-scanned loads were found when the customer phoned, because nobody was watching the board for the ones drifting off plan.
Monitored load status against plan, raised the loads that had gone off track, ranked them by customer impact, and wrote them to the dispatch board the team already watched.
Maintenance happened when something stopped. A bearing that had been getting louder for a fortnight took the line down mid-shift, and afterwards nobody could say whether the warning had been there to see.
Scored the sensor data the machines already produce for the drift that runs ahead of a failure, and put the affected asset on the maintenance schedule while the part could still be ordered rather than couriered.
If one of them looks like your week, tell me which. I will tell you what it would take, or that it is not worth doing yet.
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