What you get
The work should leave you with a clearer record - not just a series of meetings.
What each document does for you
These are typical examples. What you actually get depends on the agreed scope - not every engagement includes every item below.
01
Decision brief
Useful when a specific decision needs a lasting record instead of another meeting recap.
ContainsThe question, context, constraints, criteria, options, trade-offs, recommendation, owner, and review point.
02
Roadmap view
Useful when projects are competing and leadership needs to understand why one comes before another.
ContainsCurrent picture, priority logic, dependencies, capacity, project briefs, and what would change it.
03
Vendor comparison
Useful when vendor claims need to be checked against how your organization actually runs.
ContainsBusiness fit, who's responsible for what, workload, cost, and open questions.
04
Steering summary
Useful when leadership wants a regular, concise view of what changed and what needs attention.
ContainsWhat moved, exceptions, decisions needed, ownership, and what to focus on next.
Our bar for a good document
Leadership should understand why the decision matters. The delivery team should see what happens next. Anyone reviewing it later should understand the assumptions and what would justify revisiting it.
The question we ask
What needs to be clearer once the work is done?
Who uses each document
A good document doesn't paper over uncertainty. It separates confirmed facts, assumptions, open questions, decisions, and actions, so people reading it later know exactly what changed.
Leadership
Outcome, options, trade-offs, recommendation, authority, and the risk decision.
Delivery
Scope, dependencies, who's involved, checkpoints, and what counts as done.
Operations
Administration, support path, vendor responsibility, exceptions, and review point.
Keeping it current
i.Brief
Done when the recommendation is accepted, rejected, or deferred, with an owner and a review point on record.
ii.Roadmap
Updated when dependencies, obligations, capacity, funding, or business direction change the sequence.
iii.Steering summary
Keeps what moved, decisions needed, ownership, and changed assumptions; drops status updates nobody needs to act on.
These are representative examples, not client work. What you actually get, how often it's updated, who owns it, and when it wraps up are all agreed in scope.