operations

name	operations
promoted_to	business-ops
description	Business operations: vendor management, runbooks, process docs, risk assessment, capacity planning, change management, compliance tracking.
routing	{"triggers":["operations","vendor review","runbook","process documentation","risk assessment","capacity plan","change management","compliance tracking"],"category":"business","force_route":false,"pairs_with":["csuite","finance","hr"]}
user-invocable	true

Operations

Umbrella skill for business operations: vendor management, runbooks, process documentation, risk assessment, capacity planning, change management, compliance tracking, status reporting, and process optimization. Each mode loads its own reference files on demand.

Scope: Operational workflows that keep the business running. Use csuite for strategic decisions, finance for budgeting/forecasting, and hr for people operations.

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Mode Detection

Classify the request into exactly one mode. If it spans multiple, choose the primary and note the secondary.

Mode	Signal Phrases	Reference
RUNBOOK	runbook, procedure, on-call, playbook, step-by-step, ops task	references/runbook-authoring.md
RISK	risk assessment, risk register, what could go wrong, risk matrix	references/risk-assessment.md
VENDOR	vendor review, vendor evaluation, contract review, procurement	references/vendor-management.md
PROCESS	process doc, SOP, RACI, workflow documentation, process map	references/process-documentation.md
CHANGE	change request, change management, CAB, rollout, deployment change	references/change-management.md
CAPACITY	capacity plan, resource allocation, utilization, headcount planning	references/process-documentation.md
COMPLIANCE	compliance, audit prep, SOC 2, ISO 27001, GDPR, regulatory	references/risk-assessment.md
STATUS	status report, weekly update, project health, KPIs	(no deep reference needed)
OPTIMIZE	process improvement, bottleneck, streamline, too many steps	references/process-documentation.md

Always load references/llm-ops-failure-modes.md regardless of mode. It contains the failure patterns that apply across all operations work.

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Instructions

Mode: RUNBOOK

Framework: SCOPE -> AUTHOR -> VERIFY

Phase 1: SCOPE -- Define what the runbook covers.

• Name the task, its frequency, and who runs it
• List prerequisites: access, tools, credentials, prior state
• Identify the trigger: scheduled, event-driven, or manual invocation
• Ask: "If a new hire ran this at 3am during an incident, what would they need?"

Gate: Task named. Prerequisites listed. Trigger defined.

Phase 2: AUTHOR -- Write the procedure with painful specificity.

Load references/runbook-authoring.md.

Critical rules:

• Every step has: exact command/action, expected result, failure handling
• "Run the script" is NOT a step. python sync.py --prod --dry-run from /opt/ops/ as deploy-user IS a step
• Include verification after every state-changing step
• Rollback procedure for the entire runbook AND per-step rollback where applicable
• Escalation paths with names, contact methods, and when-to-escalate triggers

Step Component	Required	Example
Action	Yes	kubectl rollout restart deployment/api -n production
Expected result	Yes	"Pods restart within 60s. kubectl get pods shows 3/3 Running."
Failure handling	Yes	"If pods stay in CrashLoopBackOff >2min, proceed to Rollback."
Verification	Yes	`curl -s https://api.example.com/health
Rollback	Per-step	kubectl rollout undo deployment/api -n production

Gate: Every step has all five components. Rollback procedure exists. Escalation path defined.

Phase 3: VERIFY -- Validate the runbook is actually usable.

• Walk through the runbook as if you have never seen the system
• Flag any step that requires unstated knowledge
• Confirm the troubleshooting table covers symptoms from each step's failure mode
• Check: could someone follow this at 3am with no prior context?

Gate: All steps self-contained. No implicit knowledge. Troubleshooting table complete.

---

Mode: RISK

Framework: IDENTIFY -> ASSESS -> MITIGATE

Phase 1: IDENTIFY -- Enumerate risks systematically by category.

Load references/risk-assessment.md.

Category	What to Look For
Operational	Process failures, staffing gaps, system outages, single points of failure
Financial	Budget overruns, vendor cost increases, revenue impact, currency exposure
Compliance	Regulatory violations, audit findings, policy breaches, certification gaps
Strategic	Market changes, competitive threats, technology shifts, dependency risks
Reputational	Customer impact, public perception, partner relationships, data incidents
Security	Data breaches, access control failures, third-party vulnerabilities

• Extend risk identification beyond obvious items. Ask: "What kills us if it happens, even if it seems unlikely?"
• Separate risks from issues. A risk might happen. An issue already has.

Gate: Risks enumerated across all applicable categories. Each risk has a clear description.

Phase 2: ASSESS -- Score each risk on probability and impact.

Apply the probability x impact matrix:

	Low Impact	Medium Impact	High Impact
High Probability	Medium	High	Critical
Medium Probability	Low	Medium	High
Low Probability	Low	Low	Medium

For each risk:

• Probability: base on evidence, not optimism. "It hasn't happened yet" is not "low probability"
• Impact: quantify in dollars, hours, or affected users where possible
• Risk level: derived from matrix, not gut feel

Gate: Every risk scored. No unquantified "High" without supporting rationale.

Phase 3: MITIGATE -- Plan mitigations and track residual risk.

For each High/Critical risk:

• Mitigation action (specific, not "monitor the situation")
• Owner (named person, not "the team")
• Timeline (date, not "soon")
• Residual risk after mitigation
• Acceptance criteria: what makes the residual risk acceptable?

Gate: All High/Critical risks have mitigations with owners and dates. Residual risk documented.

---

Mode: VENDOR

Framework: EVALUATE -> SCORE -> RECOMMEND

Phase 1: EVALUATE -- Gather structured information.

Load references/vendor-management.md.

Required inputs:

• Vendor name and what they provide
• Context: new evaluation, renewal, or comparison
• Available data: proposal, contract, performance history, pricing

Due diligence checklist (minimum):

• Financial stability signals
• Security posture (SOC 2, penetration testing, incident history)
• Customer references (ask for churned customers too)
• Contract terms: auto-renewal, termination notice, price escalation clauses
• Data portability: export format, migration support, data deletion

Gate: Due diligence complete. Contract terms reviewed. Red flags documented.

Phase 2: SCORE -- Apply the vendor scorecard.

Dimension	Weight	Score (1-10)
Functional fit	5x
Total cost of ownership	4x
Integration complexity	4x
Support quality	3x
Security/compliance	3x
Data portability	3x
Company stability	2x
Contract flexibility	2x

TCO must include: license, implementation, training, support, ongoing maintenance, exit costs. License price alone is not TCO.

Gate: All dimensions scored with rationale. TCO calculated for Year 1 and Year 3.

Phase 3: RECOMMEND -- Deliver verdict with negotiation points.

• Verdict: Proceed / Negotiate / Pass
• Key strengths and concerns
• Negotiation leverage points
• Contract review triggers (price escalation >X%, SLA misses, acquisition)
• Performance monitoring plan post-contract

Gate: Recommendation stated. Negotiation points listed. Monitoring plan defined.

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Mode: PROCESS

Framework: MAP -> DOCUMENT -> OPTIMIZE

Phase 1: MAP -- Capture how the process actually works today.

Load references/process-documentation.md.

• Map the real process, not the idealized version. "We're supposed to do X but actually we do Y" is the most valuable input.
• Capture every step, decision point, handoff, and exception
• Identify: who does it (role, not name), what triggers it, what it produces, how long it takes
• Document exceptions and edge cases — these are where processes actually break

Gate: Current state mapped. All steps, handoffs, and exceptions documented.

Phase 2: DOCUMENT -- Produce the SOP.

Structure:

• Purpose and scope
• RACI matrix (Responsible, Accountable, Consulted, Informed for each step)
• Step-by-step procedure with inputs, actions, outputs, and exception handling
• Metrics: what to measure, target values, how to measure

RACI rules:

• Exactly one A (Accountable) per step. Multiple As = no one is accountable.
• R (Responsible) is who does the work. A is who owns the outcome.
• If a step has no R, it doesn't get done. If it has no A, no one notices when it doesn't.

Gate: SOP complete. RACI has exactly one A per step. Exceptions documented.

Phase 3: OPTIMIZE -- Identify improvement opportunities.

• Identify waste: waiting, rework, unnecessary handoffs, over-processing, manual work that could be automated
• Bottleneck analysis: which step constrains throughput?
• Recommendations: eliminate, automate, parallelize, simplify
• Before/after comparison with estimated impact

Gate: Bottlenecks identified. Recommendations specific and measurable.

---

Mode: CHANGE

Framework: ASSESS -> PLAN -> EXECUTE

Phase 1: ASSESS -- Define the change and its impact.

Load references/change-management.md.

• What is changing and why (business justification, not just "improvement")
• Who is affected: users, systems, processes, teams
• Impact assessment by area (users, systems, processes, cost) rated High/Medium/Low
• Risk assessment: what could go wrong, likelihood, mitigation
• Resistance forecast: who will resist and why

Gate: Change defined. Impact assessed by area. Risks identified.

Phase 2: PLAN -- Build the implementation and communication plan.

Plan Component	Required Elements
Implementation	Steps, owners, timeline, dependencies
Communication	Audience, message, channel, timing
Training	What skills needed, delivery method, timeline
Rollback	Trigger criteria, steps, verification
Approval	Who approves, role, current status

Communication rules:

• Explain WHY before WHAT
• Communicate early. Surprises create resistance; previews create buy-in.
• Acknowledge what is being lost, not just what is being gained
• "Everyone" is not a stakeholder. "200 users in the billing team" is.

Gate: All plan components complete. Rollback plan has trigger criteria. Approvals identified.

Phase 3: EXECUTE -- Monitor adoption and sustain.

• Track adoption metrics
• Address resistance (specific actions, not "manage change")
• Reinforce new behaviors
• Document lessons learned
• Define success criteria and measurement timeline

Gate: Adoption metrics defined. Lessons captured. Success criteria measurable.

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Mode: CAPACITY

Framework: INVENTORY -> FORECAST -> DECIDE

Phase 1: INVENTORY -- Map current capacity.

• List team members, roles, and current allocation
• Calculate actual available hours (subtract meetings, PTO, on-call, admin)
• Map current work to people

Role Type	Target Utilization	Rationale
IC / Specialist	75-80%	Buffer for reactive work and growth
Manager	60-70%	Management overhead, 1:1s, meetings
On-call / Support	50-60%	Interrupt-driven work is unpredictable

Gate: Current capacity mapped. Utilization calculated. Overallocations identified.

Phase 2: FORECAST -- Model upcoming demand.

• List upcoming projects with resource requirements and timelines
• Identify skill bottlenecks (the constraint is usually a specific skill, not generic headcount)
• Model scenarios: do nothing, hire X, deprioritize Y, contract Z

Gate: Demand mapped. Bottlenecks identified. Scenarios modeled.

Phase 3: DECIDE -- Recommend action.

• Compare scenarios: outcome, cost, timeline, risk
• Recommend: hire, contract, reprioritize, delay, or split
• Preserve buffer capacity for unplanned work (target 75-80%). 100% means no buffer for surprises.

Gate: Recommendation stated. Trade-offs explicit. Buffer preserved.

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Mode: COMPLIANCE

Framework: MAP -> GAP -> REMEDIATE

Phase 1: MAP -- Identify applicable frameworks and current state.

Framework	Focus	Key Requirements
SOC 2	Service organizations	Security, availability, processing integrity, confidentiality, privacy
ISO 27001	Information security	Risk assessment, security controls, continuous improvement
GDPR	Data privacy (EU)	Consent, data rights, breach notification, DPO
HIPAA	Healthcare (US)	PHI protection, access controls, audit trails
PCI DSS	Payment card data	Encryption, access control, vulnerability management

• Inventory controls mapped to framework requirements
• Document control owners and evidence locations

Gate: Frameworks identified. Controls inventoried.

Phase 2: GAP -- Find what is missing or deficient.

Load references/risk-assessment.md for risk-based prioritization of gaps.

• Requirements vs. current state for each control
• Evidence gaps: what evidence is needed but not collected
• Priority: compliance risk x remediation effort

Gate: Gaps identified and prioritized. Evidence gaps documented.

Phase 3: REMEDIATE -- Plan and track closure.

• Remediation plan with owner, timeline, and verification method
• Audit calendar with evidence collection deadlines
• Monitoring: control effectiveness tracking

Gate: Remediation plan complete. Audit calendar set. Owners assigned.

---

Mode: STATUS

Framework: GATHER -> SYNTHESIZE -> DELIVER

Produce a status report covering:

Section	Content
Executive Summary	3-4 sentences. What is on track, what needs attention, key wins.
Overall Status	On Track / At Risk / Off Track with justification
Key Metrics	KPI, target, actual, trend, status
Accomplishments	What got done this period
In Progress	Item, owner, status, ETA
Risks and Issues	Risk, impact, mitigation, owner
Decisions Needed	Decision, context, deadline, recommendation
Next Priorities	Top 3 for next period

Rules:

• Lead with the headline. Leadership reads the first 3 lines.
• Be honest about risks. Surfacing issues early builds trust. Surprises erode it.
• For each decision needed, provide context AND a recommendation. Include a recommendation with every decision request.

---

Mode: OPTIMIZE

Framework: MAP -> ANALYZE -> REDESIGN

Phase 1: MAP -- Document current state with timing.

Load references/process-documentation.md.

• Every step, decision point, and handoff with time estimates
• Identify: who, what, how long, what triggers, what blocks

Phase 2: ANALYZE -- Identify waste.

Waste Type	What to Look For
Waiting	Time in queues, waiting for approvals
Rework	Steps that fail and repeat
Handoffs	Each handoff = potential failure/delay point
Over-processing	Steps that add no value
Manual work	Tasks that could be automated

Phase 3: REDESIGN -- Propose improvements.

• Eliminate unnecessary steps
• Automate where deterministic
• Reduce handoffs
• Parallelize independent steps
• Before/after comparison with: time saved, error rate reduction, cost savings

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Error Handling

Error	Cause	Solution
Vague runbook steps	LLM defaults to abstract language	Force each step through the 5-component template. Reject steps without exact commands.
Underestimated risk	Optimism bias in probability scoring	Challenge every "Low" probability. Ask: "What evidence supports Low, not Medium?"
Generic process docs	Template fill without reality check	Ask how the process actually works today, not how it should work.
Missing rollback	Assumed success path only	Require rollback before marking any change/runbook complete.
Scorecard inflation	All vendors score 7+	Force relative scoring. At least one dimension per vendor must be below 5.
RACI with multiple As	Accountability diffusion	Enforce exactly one A per step. Multiple As = no one accountable.
Compliance checkbox theater	Controls documented but not tested	Require evidence of control effectiveness, not just existence.

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Reference Loading Table

Mode	Reference	Content
RUNBOOK	references/runbook-authoring.md	Step structure, verification checklists, rollback procedures, escalation paths
RISK, COMPLIANCE	references/risk-assessment.md	Probability x impact matrix, risk categories, mitigation planning, residual risk tracking
VENDOR	references/vendor-management.md	Vendor scorecard, due diligence checklist, contract review triggers, performance monitoring
PROCESS, CAPACITY, OPTIMIZE	references/process-documentation.md	Process mapping, RACI matrices, bottleneck analysis, optimization methodology
CHANGE	references/change-management.md	Change request workflows, impact assessment, stakeholder communication, rollback criteria
ALL	references/llm-ops-failure-modes.md	LLM failure patterns in operations: vague procedures, underestimated risks, generic templates