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Process examples

Familiar work. Different kinds of coordination.

An order, an invoice and a planning decision make the ideas easier to see. Your most valuable use case may look different; that is something to establish through discovery.

These are explanatory scenarios, not customer case studies or a catalogue of ready-made deployments.

Follow the work through.

Each example shows the information, decision, action and waiting states around a different piece of work.

  1. Delivery promise at risk
  2. Owner chooses a recovery
  3. Required updates confirmed

Operations

An order may be late. Give the owner a way forward.

Bring the order, stock, warehouse status and customer promise together. Prepare recovery options, route the tradeoff to its owner and track the agreed updates.

The owner
Order operations owner
What this coordinates
An agreed recovery with the owner, reasoning and confirmed next actions kept together.
Follow the order recovery example
  1. Records disagree
  2. Finance reviews the difference
  3. Resolution recorded

Finance

The invoice and the records do not agree.

Gather the supporting records, explain the difference and give finance a focused decision before a change reaches the accounting system.

The owner
Finance owner
What this coordinates
A difference explained, a resolution owned and the resulting record connected to its evidence.
Follow the invoice mismatch example
  1. Demand changes
  2. Planner chooses a scenario
  3. Agreed plan published

Planning and management

Demand has changed. The plan needs a decision.

Bring changing demand, available supply and operating constraints into a shared review. Make the options and assumptions clear before an agreed plan is published.

The owner
Planning owner
What this coordinates
An agreed operating plan with the tradeoffs, assumptions, owners and next actions attached.
Follow the planning decision example

An illustration, then your reality

Your worthwhile problem may look different.

These examples are familiar ways to explain coordination. They do not decide which problem matters most in your organisation.

A serious conversation about your work establishes the situation, the value of improving it and whether there is a useful fit.

Let's discuss your process