PTENES
TRACK 4

📐 Planning & Execution

Turn a decision into a plan and a plan into a routine that runs without you holding everything together—the 06 (Planning) and 07 (Execution) families. From objective to executable plan, from plan to daily operations.

By the end of the track, you’ll design architectures, map dependencies, prioritize by impact×risk, and establish review cycles.

2
Modules
16
Topics
~2h30
Duration
Intermediate
Level
0%
0 of 16
/blueprint /roadmap + deps /execute /review /monitor verifiable sequence+ prerequisites plan turns into action,action becomes routine indicators, thresholdsand honest review the review feeds back into the plan — a closed loop, not a straight line

The track climbs in steps; the review feeds lessons into the next cycle.

Course roadmap

Detailed content

4.1~75 min

📐 Planning and architecture

The 10 commands in family 06 — from an executable objective to systematic verification.

What it is:

Turns an objective into an executable structure: phases, deliverables, and completion criteria for each stage.

Why learn:

An objective without a blueprint is a wish; with a blueprint, it’s a contract with verifiable steps.

Key concepts:

phase · deliverable · acceptance criteria.

What it is:

Puts phases in chronological order and sets verifiable milestones — dates with objective completion criteria.

Why learn:

A milestone without criteria is a birthday; a milestone with criteria is a decision point.

Key concepts:

verifiable milestone · sequence · time window.

What it is:

Reveals what needs to exist before what—including external dependencies outside your control.

Why learn:

Ignoring the critical path turns a small delay into a total delay.

Key concepts:

critical path · prerequisite · external blocker.

What it is:

Estimate the actual inputs: people, data, tools, and money for each phase.

Why learn:

A plan without execution costs is a marketing plan.

Key concepts:

estimate by phase · buffer · resource constraint.

What it is:

Define components, responsibilities, and contracts between them—before coding or hiring.

Why learn:

A poorly defined interface compounds costs throughout the project.

Key concepts:

component · responsibility · contract between parts.

What it is:

Model the process as states and transitions—each item knows where it is and where it’s going.

Why learn:

A process without states leads to items being "in progress" for three months.

Key concepts:

state · transition · transition condition.

What it is:

Turns a recurring process into a written standard procedure—executable by someone who has never done it before.

Why learn:

An SOP is what separates a business that scales from one that depends on its owner.

Key concepts:

atomic step · owner for each step · exception handled.

What it is:

Generate checklists for known failure points and optimize task order.

Why learn:

Aviation has used checklists for decades because human memory fails precisely in routine situations.

Key concepts:

failure point · binary item · optimal order.

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4.2~75 min

🚀 Execution and operations

The 10 commands in family 07 — from turning the plan into actions to reviewing against criteria.

What it is:

Turns the plan into a sequence of concrete actions, with an order and expected result for each step.

Why learn:

It’s the bridge between the planning track and the physical world where things happen.

Key concepts:

actionable step · explicit order · verifiable output.

What it is:

Among everything that could be done, point to ONE next action—the highest-value one right now.

Why learn:

Decision paralysis from too many options is the most common bottleneck for people working alone.

Key concepts:

one-time action · rationale for choice · current state.

What it is:

Breaks deliverables into finishable tasks and assigns a single owner to each one.

Why learn:

A task with two owners has no owner; a task with no defined end never gets finished.

Key concepts:

finishable task · single owner · definition of done.

What it is:

Produces estimates with ranges and assumptions — "2–3 days, if X happens" instead of "Tuesday".

Why learn:

An overly precise number hides real uncertainty and undermines trust when it’s wrong.

Key concepts:

range · stated assumption · margin.

What it is:

Sorts the queue by expected impact and risk—not by who shouts the loudest.

Why learn:

Implicit priority always goes to the latest urgency received.

Key concepts:

impact × risk · ordered queue · deliberate cutoff.

What it is:

Identify what can run simultaneously and what should become a stable automation.

Why learn:

Automating an unstable process automates chaos—stabilize first, then automate.

Key concepts:

parallelizable vs. serial · automation candidate · maintenance cost.

What it is:

Define what to observe, how often, and what threshold triggers an alert or action.

Why learn:

A metric without a threshold is dashboard decoration; the threshold defines when to respond.

Key concepts:

indicator · threshold · check cadence.

What it is:

Compare the deliverable with the original criteria and make corrections—not just offer opinions.

Why learn:

Review against criteria closes the loop opened earlier by /blueprint.

Key concepts:

acceptance criteria · gap · traceable correction.

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