Choose one quarter
Choose one upcoming quarter. For that quarter, how would your organisation answer each question today?
For each question, pick the answer that describes today, not the answer you would like to give:
- Available directly, with supporting history and context.
- Available after someone reconciles information.
- Partially available, or dependent on a particular person.
- Not currently available.
- Not applicable to our operating model.
The six questions
1. How many MW are expected to reach RtB in that quarter, by country and technology?
Example. Example Energy S.L. develops solar and storage in three countries. Its quarterly pack lists the projects due to reach ready-to-build next quarter. Can the same pack give the total by country and by technology without someone opening each project file and adding up?
2. How does that compare with an earlier forecast for the same quarter?
Example. The same quarter was forecast at the start of the year. Is that earlier forecast still available next to the current one, or was it overwritten in place when the dates moved?
3. Which projects have slipped into a later quarter, dropped out, or entered the forecast?
Example. One wind project moved into the following quarter. One storage project entered the quarter when its grid connection came through. One project was dropped after a permit refusal. Can you list those three movements, or only the current list?
4. For a milestone date that changed, what was the previous value, who changed it, when, and why?
Example. A permit milestone on one project moved by several weeks. Was the previous date kept? Is it recorded who changed it, when, and the reason given at the time? Or does finding out mean a round of emails?
The person who edited a date and the person who owns the commitment behind it may be different people. The first tells you what changed; the second tells you what to do about it.
5. Who owns the commitments behind the affected milestones, and what action is now required?
Example. That milestone depends on a landowner agreement, a grid operator's response and an internal approval. Who owns each of those commitments, and did the date change reach them with a clear action?
6. Can management change the question, or explore an exception, without asking someone to rebuild the answer?
Example. Management asks a new question: which projects in that quarter depend on the same substation? Can someone answer from the information already governed, or does the question start a new spreadsheet?
Reading your answers
- Where the answer is available directly, the operating model already carries that question. Note it and move on.
- Where someone has to reconcile information first, the answer exists, but the organisation pays for it every time the question is asked.
- Where history or ownership is missing, the report shows a status without the change behind it, and the commitment behind the milestone has no visible owner.
- Pick the one question that costs the most work to answer today. That is the question worth exploring next.
Not every reporting task points to a governance gap. Some analysis is legitimately bespoke. The questions above are the ones a portfolio should be able to answer repeatedly, for any quarter, without a rebuild.
| Question | Your answer | Who produces it today | Kept with history and owner? |
|---|---|---|---|
| 1. MW to RtB by country and technology | |||
| 2. Against the earlier forecast | |||
| 3. Slipped, dropped, entered | |||
| 4. The changed date: previous value, who, when, why | |||
| 5. Commitment owners and the action required | |||
| 6. A new question without a rebuild |
Where this sits
This worksheet is the short, unscored companion to the Corporate Distance Assessment, which looks at six dimensions of the same problem and gives you a scored map: https://www.navorda.com/corporate-distance
On question 4 there is a longer read on why a date should carry its own history: https://www.navorda.com/blog/who-changed-that-date
If one question costs too much
Choose one question that takes too much work to answer. Bring one project. In 20 minutes, we'll explore how you work today, where the main friction sits and whether Navorda could help. If there's more worth exploring, we can schedule a second part. You leave with a one-paragraph recap by email the same day with the main finding and the agreed next step, whatever we decide.
Nothing on this page is a claim about software. It describes what a governed portfolio should be able to answer repeatedly; whether Navorda helps with your case is the question a Fit Review is for.