Skip to content

Operate a Service

Run a Service day to day so every open Order keeps its promise: the numbers to watch and what to do when one moves.

Operating a Service means keeping every open Order inside its deadline, every step staffed, and every miss remedied before the buyer asks. The Delivery Manager seat owns it through Delivery.

What to watch

NumberRead fromAct when
Orders at riskEach Order's clock against its deadlineOne passes the contract's atRisk share of its deadline
First-pass rateEach step's checker verdictsA step fails more often than the Price assumed
Revisions per linerevisionsUsed on each OrderBuyers use the allowance on most lines
Disputes per hundred linesDisputes by OfferThe done term reads two ways
Staffed hours against forecastDispatchBooked hours fall short of the Orders due

A vague done term raises every number above. Sharpening it is the cheapest margin a Service finds.

Keep the clock

The deadline counts only the Startup's time, and it waits while the buyer holds the next move. An Order past its atRisk share shows as at risk while there is still time to act.

A step past its timeout escalates to its escalatesTo Role. Deadline clocks has the rules.

Staff each step

A step that needs a person and finds none free waits as pending with reason awaitingWorker, and Dispatch offers it to the next qualified Supplier. Before a buyer pays, the Offer checks that the Startup can staff the Order on time, and offers the next open slot when it cannot.

Setting how many Orders a Service takes at once is Service capacity, with status planned.

Remedy every miss

A miss runs the contract's remedies in order, cheapest first: redo, have a person finish, refund, or credit. A remedy with no claim runs on a measured miss, such as a deadline passed. Start the remedy runs each one and holds the disputed fee until it completes, and disputes covers the rest.

Add each disputed case to its step's rubric before changing the step. The next Version then proves the fix on that case.