Key takeaways
- Inventory a process, not a department. Give each row a real trigger and finish that can be observed during the overlap window.
- Transition attention combines frequency, consequence and owner dependence. Definition strength separately combines evidence readiness and repeatability.
- Consequence raises the control requirement; it never counts as proof that a process is safe or ready to automate.
- The tool ranks five processes and exports a usable shortlist without an account. Inputs remain in the browser.
Build the inventory from processes you can observe
Use short process names such as “prepare Friday branch report” or “route emergency call-out.” Department names are too broad. Score current behavior against recent cases, and keep confidential details out of the fields.
Ranked transition shortlist
Transition attention and definition strength stay separate. A high-consequence process moves up the handover list and receives a stronger control route; it does not become more ready to automate.
- 1. Unnamed process 1attention 3/9
Definition strength 2/6. Define rollback and an exception owner before controlled execution.
- 2. Unnamed process 2attention 3/9
Definition strength 2/6. Define rollback and an exception owner before controlled execution.
- 3. Unnamed process 3attention 3/9
Definition strength 2/6. Define rollback and an exception owner before controlled execution.
- 4. Unnamed process 4attention 3/9
Definition strength 2/6. Define rollback and an exception owner before controlled execution.
- 5. Unnamed process 5attention 3/9
Definition strength 2/6. Define rollback and an exception owner before controlled execution.
The method keeps urgency separate from definition
| Output | Formula | What it means |
|---|---|---|
| Transition attention | Frequency + consequence + owner dependency; 0 to 9 | Where limited seller-overlap attention is most exposed |
| Definition strength | Evidence readiness + repeatability; 0 to 6 | How much observable material exists for a bounded process-design pass |
| Control route | Direct rule from consequence level | The minimum human accountability and recovery boundary to investigate |
The list sorts by transition attention, then definition strength, then original row order. It never sums all five fields into one readiness percentage. High frequency and owner dependence make the transition urgent. Strong evidence and repeatability make the process easier to define. High consequence makes the control route stricter.
A zero is descriptive, not good or bad. A rare process may still matter. A well-documented critical process may still need specialist review and permanent human accountability.
Use the two scores to choose the next evidence job
- High attention, weak definition: observe the next cases with the seller and build an exception ledger before discussing automation.
- High attention, strong definition: reverse-shadow the successor, test imperfect cases and verify authority.
- Lower attention, strong definition: preserve the current record and schedule it behind the exposed handover work.
- Critical consequence: get the named specialist and accountable owner involved even when the procedure is excellent.
Move the first selected row into the workflow mapper. Use the owner-transition guide to schedule live cases and the seller-unavailable test.
A less frequent exception can outrank daily routine work
A service company lists daily schedule review, weekly branch reporting and monthly disputed-customer-credit review. Scheduling is frequent but already runs without the seller. The credit review is less frequent, serious, seller-owned and supported by partial evidence.
The credit review receives more transition attention. Its definition strength remains separate, and the tool routes its consequential effect to named human approval. The result does not say to automate it first. It says to spend scarce overlap time observing the decision and transferring authority.
Limitations and when not to use this
- This is an educational process-inventory tool, not due diligence, valuation, legal, tax, accounting, employment, cybersecurity or investment advice.
- The scores rank user-entered observations. They do not certify completeness, safety, product fit, savings or automation readiness.
- Do not enter confidential information, credentials, customer names, employee data or transaction terms. Only process names are included in the copied output.
- Rare events, concentrated relationships and novel leadership decisions may be absent from the inventory. Review the shortlist with the people who perform and own the work.
Sources
- Buyer Training After a Business Sale — BizBuySell Accessed 6 August 2026
- Contingency Planning Guide for Federal Information Systems — NIST Accessed 6 August 2026
- Eliminating Toil — Google, The Site Reliability Workbook Accessed 6 August 2026
Map the first process
Translate the top process into an explicit trigger, owner, path and exception destination.
Map the first processUli Prantz
Builds and operates all-agents
Uli Prantz builds all-agents, the process-automation platform this site documents. He writes about the operational side of automating recurring business work: where deterministic code beats model judgment, where it does not, and where a human still has to approve.