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Sriram Advisory

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Sample Sprint deliverables

Inspect a fictional problem brief, decision note and 30-day action plan for recurring delivery interruptions.

Use the resourceDiscuss your challenge

Fictional worked example — not a client case study or a promise of results.

You can copy these prompts into your own working document. No registration is required.

Problem brief

Fictional situation: a delivery team repeatedly misses agreed commitments. The sponsor has proposed productivity training. The question is which constraint to address first; this example covers one team and one work queue.

  • Evidence to collect: active work, blocked decisions, priority changes and repeated work over an agreed observation period.
  • Assumptions to test: a skill gap, excessive concurrent work, or delays in decisions.
  • Useful outcome: more predictable completion, without increasing overtime or reducing quality.

Decision note

Provisional recommendation: examine interruptions and decision delays before commissioning training. This is a hypothesis, not a finding from an actual client engagement.

  • Option A: training, if observations show a specific skill gap.
  • Option B: a bounded work-in-progress experiment, if interruptions and blocked decisions dominate.
  • Decision condition: review the evidence with the team before selecting an intervention. Record remaining uncertainty and what would change the recommendation.

30-day action plan

A fictional sequence showing the level of specificity an agreed action plan can contain. Actual actions, owners and dates depend on the engagement.

  • Days 1–7 · Delivery lead: establish the baseline and record where work waits.
  • Days 8–14 · Team lead and sponsor: agree one experiment and an owner for blocked decisions.
  • Days 15–21 · Team: test the agreed change and review interruptions weekly.
  • Days 22–30 · Sponsor and team: compare completion time, blocked items, rework and workload with the baseline; decide whether to continue, adjust or stop.

Readout and handover

Discuss the reasoning, challenge the assumptions and record decisions. A sample shows format and depth; it does not promise these findings or results for another organisation.

  • What was decided, by whom and on what evidence?
  • What remains uncertain?
  • What support, if any, needs a separate scope?

Would an outside perspective help?

If these questions expose an issue that is difficult to resolve internally, tell me what is happening. We can establish whether a focused engagement would be useful.

Discuss your challenge