Atlas Programme · May steering update. A status deck is a decision instrument, not a diary: what moved, what we are watching, and the decisions we need while there is still time to act. This deck is built that way — and shows you how.
on track · watch · at risk · arrow = trend since last steering
| Milestone | Owner | Due | Status |
|---|---|---|---|
| Design freeze | Product | 14 Mar | Done |
| Platform build complete | Engineering | 30 Jun | On track |
| Migration dry run one | Data | 15 Aug | At risk |
| UAT start | Business | 29 Sep | Slipped 2 wks |
| Go-live | Programme | 28 Nov | Holds |
Status at 31 May · plan of record v3.
| Risk | Impact if it lands | Mitigation | Owner | Severity |
|---|---|---|---|---|
| Vendor capacity in Q3 | Dry run slips past August | Second vendor pre-qualified; decision today | PMO | High |
| Legacy data quality | Reconciliation re-work in UAT | Profiling done; cleanup sprint in June | Data lead | Medium |
| Key-person dependency | Integration knowledge in one head | Pairing since May; runbook by 30 Jun | Eng. manager | Medium |
Full register in the appendix pack · reviewed weekly.
The €80k contract closes the dry-run capacity gap; two weeks of onboarding are already in the plan.
Decide by 7 Jun · sponsor: CFO
Four weeks from Team B unblocks the reconciliation scripts before the cleanup sprint ends.
Decide by 14 Jun · sponsor: CTO
Go-live moves a month — the workplan slide shows the path either way.
Numbers, spend, the plan, and what moves next period.
Programme office, status at 31 May.
Cumulative spend runs just under the curve; the gap is timing, not scope.
Source: finance actuals to 31 May.
Programme office · plan of record v3.
Vendor signed, engineer released, dry-run environment ready.
First migration dry run complete; UAT scripts signed off.
Business testing underway; go/no-go criteria agreed for November.
Protect the migration critical path — everything else on the plan has slack.
| We need | From | By | Status |
|---|---|---|---|
| Security review slot | IT Security | 20 Jun | Requested |
| API rate-limit increase | Platform team | 30 Jun | Agreed |
| Anonymised test data set | Finance ops | 15 Jun | Blocked |
Escalation path: programme sponsor → CIO weekly.
| Change request | Cost | Schedule | Status |
|---|---|---|---|
| CR-11 · Drop the legacy export | −€15k | ±0 weeks | Approved |
| CR-12 · French localisation | +€40k | ±0 weeks | In review |
| CR-13 · Extra training wave | +€20k | +1 week | Declined |
Change board of 22 May · net approved to date: +€25k.
A status update is a decision instrument, not a diary. Lead with what changed — and ask early, because bad news does not improve with age.
One page: who we serve, what we must own, and where the money comes from.
Two steps — the first invite and week two — cost more than the other five together.
Everything a person opens, and nothing that stores.
One gateway: auth, rate limits, and every audit record.
Nine services, each owning its own store.
One warehouse every tier reads from, and nothing writes around.
Three of these edges fail loudly. The replication into the warehouse fails quietly.
38 sources, change data capture
The only place all four agree
412 metric definitions
What the business acts on
Every turn should add users. Activation is where the turn loses them.
Every new team adds sources
Volume sharpens the defaults
Fewer steps to a finished deck
Everything below the migration waits on the migration.
Old ledger retired
EU write path live
Needs the new ledger
No sales call under €5k
One queue, one owner
Two regions to answer for
Vendor approval by 7 Jun; the engineer by 14 Jun.
Weekly one-pager to sponsors; escalations any time.