Diagnostic · Line Mapping
A map of the work, and a written list of what not to build.
We time the assembly with your people, draw the line, and score what is worth building.
What it is
Measured, not estimated
Over three to four weeks we interview the people who own and prepare the decisions, watch real instances being prepared with a stopwatch, and map 8 to 12 decision lines. You get the maps, the scores and a do not build list with real reasons, whether or not anything follows.
The full fee comes off a Build Sprint that starts within 90 days of the readout. If you do not build, you keep the maps, the scores and the do not build list, and you can act on the report with anyone.
- Price
- $3,500 to $6,000
- Terms
- Fixed fee, credited against a sprint
- How long
- 3 to 4 weeks
What you get back
- A one page map per decision line
- Feasibility scores and the quadrant
- A do not build list with reasons
- Report, readout and a 30, 60, 90 day plan
How it runs
Three to four weeks, booked by name
Most of these steps depend on your people being available, so the schedule is built around their calendars rather than ours. Every session is booked by name at kickoff, and if scheduling slips the readout moves with it.
Kickoff, 60 minutes
Confirm the functions in scope, name candidate processes, book every interview and walkthrough by name before the call ends, and set the readout date.
Interviews
Five to eight 45 minute interviews. Decision owners and preparers, never in the same room.
Walkthroughs
Two or three observed walkthroughs of a real instance, timed step by step. Not a demo and not a tidied example.
Map and score
One line map per process, scored against the six dimensions. The do not build list is drafted first.
Validate
Send the numbers back to the people who gave them. This is what makes every figure defensible for a year.
Report and readout
The written report, then a 60 minute readout. What not to build comes before the recommendation.
Kickoff, 60 minutes
Confirm the functions in scope, name candidate processes, book every interview and walkthrough by name before the call ends, and set the readout date.
Interviews
Five to eight 45 minute interviews. Decision owners and preparers, never in the same room.
Walkthroughs
Two or three observed walkthroughs of a real instance, timed step by step. Not a demo and not a tidied example.
Map and score
One line map per process, scored against the six dimensions. The do not build list is drafted first.
Validate
Send the numbers back to the people who gave them. This is what makes every figure defensible for a year.
Report and readout
The written report, then a 60 minute readout. What not to build comes before the recommendation.
See a finished report
Four pages from a finished Line Mapping report, including the do not build list. Larchmere Cabinetry is fictional; the method is not.
Scope
In and out, in writing
This is the scope that goes in the Statement of Work. Payment is 50% up front and 50% at the readout. If something you need is on the second list, say so before we start and we will price it or tell you it belongs in a Build Sprint.
Included
- A one page line map per process: every step before the line with its source system and minutes, the line itself, and what the decider needs at the line
- A feasibility score for each line and a cost against feasibility quadrant
- A do not build list with real reasons
- Numbers validated with the people who supplied them
- A written 15 to 25 page report, not a deck
- A 60 minute readout and a 30, 60, 90 day plan
Not included
- Building or piloting anything
- Vendor selection
- Processes outside the functions agreed at kickoff
Questions
Before you ask
What if it says there is nothing worth building?
Then you get that in writing, with the reason for each line we ruled out, and we do not propose a sprint. The fee has still bought you a measured map of where your team's time goes and a do not build list you can hand to the next person who pitches you software. The report is yours to act on with anyone.
How much of my team's time does Line Mapping take?
Three to four weeks of calendar time, built around your people's availability. On your side it is a 60 minute kickoff with the sponsor, five to eight 45 minute interviews, two or three timed walkthroughs of work people were going to do anyway, a short validation pass, and a 60 minute readout. We do not ask anyone to prepare anything.
Who do you need to talk to?
Decision owners and the people who prepare the decision, interviewed separately and never in the same room. Every session is booked by name before the kickoff call ends, which is what keeps a three to four week engagement inside three to four weeks.
What is the 30, 60, 90 day plan for?
It turns the report into something the sponsor can run on Monday, whether or not we build anything. It sequences the fixes that unblock the fix first lines alongside whatever is worth building, so the report does not sit in a drive waiting for a budget cycle.
Talk to us
Bring one decision. We will map it in thirty minutes.
Before you commit to three or four weeks, spend thirty minutes. Tell us one thing your team decides most weeks and we will walk it backwards on a call until we find where the time is. If there is nothing there we will tell you.