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Organization configuration

This inventory separates operating setup from delivery health. Counts are live rows;

business2 businesss
portfolio2 portfolios
program1 program
project4 projects
department2 departments
person4 persons
quality metric0 quality metrics
strategic objective5 strategic objectives
metric definition6 metric definitions
metric observation5 metric observations
scorecard contribution7 scorecard contributions
scorecard source0 scorecard sources

Balanced operating readiness

These checks connect the durable organization model to the four scorecard perspectives. A missing layer stays visible as Needs setup; there is no hidden default and no second configuration store.

Setup readiness for the business, delivery, ownership, strategy, metrics and evidence layers
LayerStatusRows
Business rootReady2
Delivery hierarchyReady4
Ownership and capacityReady2
Strategy objectivesReady5
Metric definitionsReady6
Metric evidenceReady5
Project strategy linksReady7

Tailoring

Each delivery mode reads its Monitoring & Controlling controls differently — a project's delivery_mode picks one of these. The plan itself only ever changes through one approval chain, whichever profile applies; see a project's process map for the control-by-control reading. Defined in code (driftless.pmbok.tailoring), never a second configuration store.

Delivery-mode tailoring profiles: how each reads its Monitoring and Controlling processes
Delivery modeWhat it meansOn a fixed baselineOn the team's own commitmentOn the department's own cadence
PredictiveEvery control compares live work back to the one approved baseline.1200
AgileMost controls compare live work to the team's current commitment, not a fixed baseline; the plan itself still only changes through one approval chain.480
HybridScope, schedule, quality, risk and stakeholder controls follow the team's current commitment; cost, resourcing, communications and procurement stay on the approved baseline; the plan itself still only changes through one approval chain.660
OperationsEvery control reads against the department's own standing service cadence — its service levels, incidents and recurring work — instead of a project baseline or a sprint commitment; the plan itself still only changes through one approval chain.2010

After this structure exists, use the dashboard for delivery, capacity for workload, and process map for evidence coverage.