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Product launchLAUNCH-26DemoAI-planned

SaaS Product Launch

Commercial launch of a vertical SaaS product for mid-market logistics operators in Australia and New Zealand.

At risk63

Project health

DOSWPR
Owner
Sarah Whitlock
Target
4 Oct 2026 · in 4 weeks
Budget
AU$352K of AU$540K
Progress
2/4 milestones
Assigned
3 people

Project Truth

What is actually happening, computed from the project record. Activity and readiness are measured separately, because they are not the same thing.

Computed
63

Project health

63 / 100

At 82% of elapsed time

High confidence · not known: Resource concentration cannot be assessed

Blockers
8
Decisions waiting
1
Budget variance
-2.1

80% of budget committed at 82% of the schedule

Critical dependencies
0

Last material change

Moved deal to negotiation — Kiwi Logistics — NZ reseller channel — Sarah Whitlock, 3 days ago

Next critical action

Clear the 1 decision waiting — they cost nothing to make and are holding work

Target date is 26 days away. 2 milestones remain.

Go there

Where this came from

Calculated today · 100% of sources current

  • Tasks2 days old15 tasks, last changed 2 days ago.
  • Decisions2 days old2 decisions, last changed 2 days ago.
  • Deliverables2 days old3 deliverables, last changed 2 days ago.
  • Outcomes4 days old2 outcomes, last changed 4 days ago.
  • Readiness gates3 days old8 gates, last changed 3 days ago.
  • Execution historycurrent41 recorded events, last changed today.
  • Budget2 days oldEntered manually. Last touched 2 days ago. No finance system is connected.
  • Evidence6 days old4 items, last changed 6 days ago.

Activity is not readiness

Five measures from different evidence. The gap between the first and the rest is what tells you whether this project is genuinely moving.

Execution progress

55%

9 of 15 tasks complete, weighted by estimated effort

High confidence

Deliverable readiness

58%

1 of 3 deliverables accepted; the rest measured on acceptance criteria met

High confidence

Launch readiness

34%

1 of 8 readiness gates cleared under the software / saas launch profile, with 0 of 1 launch-blocking deliverables accepted

High confidence

Outcome readiness

40%

2 of 2 outcomes have linked deliverables; 0 assessed on track

Low confidence

Commercial readiness

59%

2 opportunities, 0 approved packs, 2 live deals

High confidence

Activity

9 of 15 tasks

6 still open

Output

1 of 3 deliverables accepted

1 launch-blocking outputs outstanding

Outcome

0 of 2 on track

2 have a measured value

What is blocked (8)

Anything that would stop this project shipping today.

  • General availability release

    3 of 4 acceptance criteria still to meet.

    deliverable

  • Ship general availability with the billing defect open, or hold

    Waiting 2 days on a high decision.

    decision

  • NZ reseller agreement — move to contract

    Waiting on an approval before it can complete.

    approval

  • Engineering gate

    Engineering is in progress. 1 of 1 linked deliverable still to be accepted. Priya Raman owns it.

    gate

  • Security gate

    Not started, and no deliverable is linked to it, so there is no evidence to judge it by.

    gate

  • Infrastructure gate

    In progress, but no deliverable is linked to it, so its progress is a stated position rather than a measured one.

    gate

  • QA gate

    In progress, but no deliverable is linked to it, so its progress is a stated position rather than a measured one.

    gate

  • Legal gate

    Not started, and no deliverable is linked to it, so there is no evidence to judge it by.

    gate

What will go wrong

Rule-based forecasts from current evidence. There is no historical baseline across projects, so these are arithmetic you can check, not probabilities.

  • High risk· Low confidence

    Delivery date at risk by 20–33 days

    Why

    • — About 62 hours of work remain against roughly 8 hours a week of recent throughput
    • — 1 unmade decision of high or critical impact

    Impact

    Target date is 26 days away. 2 milestones remain.

    Likely delay 20–33 days

    How that figure was arrived at

    62 hours of work remain. Recent throughput is about 8 hours a week, from 3 tasks completed in the last 28 days as recorded in the execution log. At that rate the work needs about 7.8 weeks and there are 3.7 weeks left. The upper figure assumes throughput drops by a quarter.

    Rule-based. There is no historical baseline across projects, so this is arithmetic on current work rather than a statistical prediction. Throughput comes from 3 completion events recorded over 28 days.

    Recommended intervention

    1. 1.Clear the 1 decision waiting — they cost nothing to make and are holding work
    2. 2.Freeze non-critical scope so remaining throughput goes to the critical path

    Owner — Sarah Whitlock

  • Medium risk· High confidence

    Ship general availability with the billing defect open, or hold has been waiting 2 days

    Why

    • — High impact
    • — 1 work item cannot proceed without it

    Impact

    1 milestone depend on it.

    Likely delay 2–5 days

    How that figure was arrived at

    The 2 days already spent waiting are lost from the schedule. The upper figure allows for restarting the 1 blocked item.

    Observed directly. The decision has an owner, a request date and a list of what it is holding up.

    Recommended intervention

    1. 1.A recommendation is prepared — review it and decide
    2. 2.If it cannot be decided this week, say so explicitly and reschedule the work behind it

    Owner — Sarah Whitlock

What readiness gate is preventing delivery

Judged under the software / saas launch profile — this project's own definition of ready, not a universal one.

Open readiness

Engineering

Engineering is in progress. 1 of 1 linked deliverable still to be accepted. Priya Raman owns it.

  • Product100
  • Engineering25
  • Security0
  • Infrastructure45
  • QA45
  • Legal0
  • Commercial50
  • Launch0

What actual execution history shows

Read from the append-only event log — when work started, finished and sat blocked — rather than from when records were last touched.

3 items completed in the last 28 days, about 8 hours a week.

Throughput
8hper week

3 items completed, 32h recorded

Cycle time
8.2days, median

Across 3 items, longest 8.2 days

Time lost to blocking
0days

Nothing has been recorded as blocked

Decision latency
—

1 decision has a recorded raise and resolve, below the 3 needed to state a typical time.

Completion trend

Not enough data to say

Not enough completions to compare halves of the window — 3 in the first 14 days and 0 in the second. No trend is being claimed.

Critical-path movement

1 of 1 item moved

Nothing on the critical path has moved for 8 days.

Data basis

41 recorded events · window of the last 28 days · sample of 3 completions.

How health was calculated

Pulling this down

  • About 7.8 weeks of work against 3.7 weeks remaining, at measured throughput11
  • Engineering gate is not cleared, with 8 open blockers in total34
  • 40% outcome readiness at 82% of elapsed time50
  • 58% of outputs ready at 82% of elapsed time66
  • 1 decision waiting, the oldest for 2 days72
  • 1 awaiting approval74

All factors

  • Critical path98 · weight 13%

    1 item on the critical path, none blocked

  • Deadline pressure11 · weight 14%

    About 7.8 weeks of work against 3.7 weeks remaining, at measured throughput

  • Blocked work100 · weight 12%

    Nothing blocked

  • Decision latency72 · weight 12%

    1 decision waiting, the oldest for 2 days

  • Deliverable readiness66 · weight 13%

    58% of outputs ready at 82% of elapsed time

  • Launch readiness34 · weight 13%

    Engineering gate is not cleared, with 8 open blockers in total

  • Outcome confidence50 · weight 9%

    40% outcome readiness at 82% of elapsed time

  • Approval latency74 · weight 5%

    1 awaiting approval

  • Budget variance100 · weight 3%

    80% of budget committed at 82% of the schedule

Cannot be assessed yet

  • Resource concentration — Too little open critical work to assess concentration.

Decisions waiting

Open queue
  • Ship general availability with the billing defect open, or holdin 5 days

    Sarah Whitlock · waiting 2 days

    1. Ship general availability with the billing defect open, or hold
    2. Billing reconciliation defect — invoice rounding
    3. General availability
    4. General availability shipped with an SLA the team can hold

    1 work item1 milestone1 launch-blocking deliverable

    Earliest milestone affected: General availability (4 Oct)

Are we moving toward the outcome?

Every outcome, the outputs that serve it, and how far along they actually are.

    Reach a self-sustaining commercial base in the first two quarters.

    AU$1.2M committed annual recurring revenue

    75%

    6 Jan

    How we would know
    AU$1.2M committed ARR within two quarters of general availability
    Where it stands
    AU$46K committed, AU$260K in negotiation
    • New Zealand reseller agreement2/4 criteria
    • Validated pricing and packaging3/3 criteria

    Reach a self-sustaining commercial base in the first two quarters.

    General availability shipped with an SLA the team can hold

    25%

    in 4 weeks

    How we would know
    GA shipped, SLA published, no open severity-one defect
    Where it stands
    One severity-one billing defect open
    • General availability release1/4 criterialaunch-blocking

Every figure on this page is computed from the project record. Budget planned AU$540K, committed AU$431K, spent AU$352K.

Command

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