Do-it-yourself game plans

Stage 2: How do you turn office knowledge into rules a system can follow?

Write down decisions that experienced staff currently make implicitly. The goal is an enforceable workflow, not a long prompt.

Which documents should you create?

  1. Workflow map: trigger → checks → permitted action → confirmation → exception owner.
  2. Data dictionary: each field, its source, allowed values and whether it is mandatory.
  3. Booking rules: service area, job types, duration, travel allowance, engineer competence, access constraints and approval requirements.
  4. Exception register: tenants, landlords, contract customers, repeat callers, complaints, unavailable slots and incomplete information.
  5. Approved content register: opening hours, services, authorised prices and escalation wording, each with an owner and review date.

A practical default is to create a booking request, not a confirmed appointment. Promote a workflow to live booking only when it can demonstrate all required checks against the authoritative schedule.

What is the minimum enquiry record?

For the reference missed-call workflow, use a structured record such as:

opportunity_id
source_event_id
received_at
caller_name
confirmed_callback_number
service_postcode
service_category
existing_customer_or_job_reference
customer_description
preferred_contact_window
safety_or_human_escalation_required
record_status
assigned_owner
source_system_reference

Mark missing information as missing. Do not have the model infer a postcode, property relationship or appointment confirmation.

Which data should be cleaned first?

Prioritise the records the pilot actually touches:

  • Duplicate customers and shared telephone numbers.
  • Customer, site and asset relationships.
  • Open quotes that are already won, lost or withdrawn.
  • Outdated contact details and communication preferences.
  • Maintenance dates with no reliable source.
  • Engineer skills, working hours and absence information used by booking rules.

Stage exit: Another member of staff can follow the written rules and reach the same operational decision.

PUT THE RESEARCH TO WORK

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