Use cases

Which story sounds like yours?

A deadline, a retirement, a major commitment or a transaction has exposed the same problem: a business decision is waiting on knowledge buried inside an application.

A business decision blocked by knowledge buried inside an application

The deadline

The examiner needs an answer by Friday.

When evidence is due

You need to explain what the application does for the business.

The wall

The rule exists, but it is spread across code, data and programs. Documentation is not current enough to stand as evidence.

What becomes visible

Business rules in natural language, the source that supports them and the data, programs and processes behind the answer.

What can move

Audit, examination and system-of-record questions become evidence reviews instead of open-ended investigations.

The knowledge risk

The person who knows why is leaving this quarter.

Before knowledge walks out

You need the expert to validate more than a document.

The wall

The application runs on knowledge divided between code and memory. Interviews alone may miss important exceptions and relationships.

What becomes visible

A connected vocabulary, business rules, processes and data that experienced people can review against source evidence.

What can move

Institutional memory becomes a durable repository that new teams can query after the original experts have left.

The commitment

The budget decision comes before the application is understood.

Before assumptions become contracts

You need to see the business scope before choosing the technical path.

The wall

A replacement, migration, consolidation or major change is being estimated from inventories and incomplete documentation.

What becomes visible

The business rules, processes, entities, events and dependencies that must be preserved, changed or deliberately retired.

What can move

Leaders can fund, sequence and negotiate from evidence. In one engagement, 20 programs and 58K+ lines were processed in nine business days.

The transaction

What exactly are we buying or separating?

Before the deal or separation plan hardens

You need to see what must move, remain or be disentangled.

The wall

Documentation and organization charts do not show the rules, data, programs and interfaces shared across the technology estate.

What becomes visible

Comparable business views show overlap, divergence and dependencies, with findings connected to supporting source evidence.

What can move

Buyers can scope integration. Sellers can define the technology and business capability being transferred. Carve-out teams can plan separation and transition-service risk.

What decision is waiting on your application?

Tell us what is approaching, what the organization cannot answer and who needs to trust the result.

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