Sample result
Project Roadmap Builder for Restaurants
The owner asked this:«I have nine projects written down from the last two years. Tell me which goes first, which can run in parallel and which is not due yet.»
① The nine, split into projects and wishes
| What the owner wrote down | Project or wish? | Written precondition |
|---|---|---|
| Standard recipes and costing for the menu | Project | None. It is the precondition for almost everything else |
| Own delivery with an app | Project | Costing closed: packaging changes the margin per plate |
| Weekday breakfasts | Project | A shift grid and an owner other than the owner |
| Virtual brand for sancochos | Project | Costing plus kitchen capacity measured at peak |
| Kitchen certification | Project | Written procedures, which come out of the same costing work |
| Wine list | Light project | None. It fits in parallel |
| Third location | Project, not yet | Location 2 standardized and food cost per plate under the method's ceiling |
| Franchise | A vague wish today | Two locations with the same result 8 weeks running |
| "Modernize the image" | Vague wish | No definable result: it gets reframed or leaves the route |
Two of the nine are not projects: they have no definable result. Leaving them floating on the list is what makes nine pending items feel like twenty.
② The 60-week route, one anchor per stage
| Stage | Anchor project | Depends on | Exit milestone (threshold, 8-week window) | Investment | Owner |
|---|---|---|---|---|---|
| S1 · wk 1-12 | Standard recipes and costing for the 12 highest-volume items | — | Food cost on those 12 under the method's per-plate ceiling, 8 weeks running | 4,200,000 | Head chef |
| S2 · wk 13-24 | Own delivery with an app | S1 | Margin per own order above the delivery platform's, 8 weeks | 18,000,000 | Owner |
| S3 · wk 25-36 | Weekday breakfasts at location 1 | S1 | 40 covers a day on average and contribution margin above 38%, 8 weeks | 9,500,000 | Location 1 manager |
| S4 · wk 37-48 | Virtual sancocho brand out of the location 2 kitchen | S1, S2 | 25 orders a day without touching dining-room ticket times, 8 weeks | 11,000,000 | Location 2 shift lead |
| S5 · wk 49-60 | Compared standardization of both locations | S1 to S4 | Same food cost and same incident rate at both, 8 weeks | 3,000,000 | Owner |
Light parallels: wine list inside S2, kitchen certification inside S3. Nothing else: two anchors in one stage is a badly split stage.
Hours test against the 24 people: S2 asks 6 weekly hours of the owner and the wine list another 1.5; that is 7.5 of the 8 available. It squeaks through, which is exactly why certification cannot be pulled ahead of S2. The head chef sits at 5 of his 6 hours during S1.
The full example has 1 more part(s): you see them inside the library, with your account.