GOALS.Reference:5.2 - Obtain one feasible undertaking
The shared specialist is the limiting resource in week 2. Payment processing needs 12 hours, the full service repair 10, and the preferred learning provision 10: 32 hours against 24 usable hours after protected current service. Payment funds, ordinary service staff, customer communication and the learners’ own time are separately provided. The 24 hours are specialist hours, not the service team’s total working time.
The payment and service owners, specialist provider and learning provider compare a qualified substitute, a smaller useful repair and moving contributions whose receiving dates permit it. They agree this arrangement:
| Contribution | Week 2 specialist hours | Following provision and reliance |
|---|---|---|
| Process the opening-cohort payments | 12 | Existing service staff follow confirmations and unresolved cases; the end-of-week-4 commitment remains. |
| Repair the service | 8 | The smaller repair is useful with the current manual fallback. The final 2 hours are booked at the start of week 3. O2 remains aspirational. |
| Develop the two employees’ diagnosis | 4 | Six more hours are booked in week 3, with assessment before the learning deadline. No current payment depends on unestablished employee capability. |
Week 2 now uses 12 + 8 + 4 = 24 hours. The provider has confirmed ten available hours in week 3 after other commitments: 2 for repair, 6 for learning and 2 held for consequential exceptions. The service owner can revise improvement scope, the payment owner retains the customer obligation, and the learning provider and participants agree the practice arrangement. Their existing work schedule carries the commitments. If that later booking becomes unavailable, the parties reopen the affected contribution and its deadline.