Organization configuration

This inventory separates operating setup from delivery health. Counts are live rows; create and edit them through the validated API resources named below.

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
Layer	Status	Rows	Next action
Business root	Ready	2	`POST /businesses`
Delivery hierarchy	Ready	4	POST /projects
Ownership and capacity	Ready	2	POST /departments and assign projects
Strategy objectives	Ready	5	POST /strategic-objectives
Metric definitions	Ready	6	POST /metric-definitions
Metric evidence	Ready	5	POST /metric-observations
Project strategy links	Ready	7	POST /scorecard-contributions

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 mode	What it means	On a fixed baseline	On the team's own commitment	On the department's own cadence
Predictive	Every control compares live work back to the one approved baseline.	12	0	0
Agile	Most controls compare live work to the team's current commitment, not a fixed baseline; the plan itself still only changes through one approval chain.	4	8	0
Hybrid	Scope, 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.	6	6	0
Operations	Every 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.	2	0	10

Set up the operating model

Establish the delivery hierarchy. Create a POST /businesses root, then group work with POST /portfolios, optional POST /programs, and POST /projects.
Assign ownership and capacity. Create accountable units with POST /departments, staff them with POST /people, and set each project’s responsible_department_id. Review departments and capacity.
Define quality policy before judging delivery. Create a project-scoped POST /quality-metrics policy, then record evidence with POST /quality-measurements. A metric says whether lower, higher, or a target band is healthy.
Govern scorecard connectors. Register a business-scoped source with POST /scorecard-sources before a metric may name it as a registered connector.

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