Dashboard | Great-Leonardo

Dashboard Questionnaire

This questionnaire is in one part.

DASHBOARD

To define how the LVG Founder Governance Dashboard should direct priorities, contain distraction and support reliable completion.

Who should have access to the dashboard?

Who may change a project deadline?

Are you comfortable with Scott placing a project into hold status?

Are you comfortable with the dashboard recording missed commitments without deletion?

Are you comfortable with Scott rejecting a new idea from active execution?

PRIMARY OBJECTIVE

What should the first ninety day objective be?

What is the deadline?

What three strategic projects support it?

What projects must be paused?

What activities must continue only as maintenance?

Working Rhythm

What is your normal waking time?

Is 90 percent execution and 10 percent exploration still realistic?

Which fields should be mandatory before a task becomes active?

Every active task should contain: Objective. Deliverable. Deadline. Acceptance criteria. . Commercial relevance. Dependency. Estimated time . Actual time . Evidence of completion . Next action.

What should happen when a task has no clear next action?

What should happen when a task misses its deadline?

After how many missed deadlines should Scott intervene?

Do you accept the following definition? If Not explain

“A task is complete when the agreed acceptance criteria have been met, the deliverable has been submitted or activated, and any further improvements have been moved into a later review cycle.

IDEA VAULT

What information must be captured for every new idea?

When should the Idea Vault be reviewed?

Should every idea remain inactive for at least seventy two hours?

What score should an idea require before activation?

When should the Idea Vault be reviewed?

GREEN, AMBER AND RED STATE

What behaviours indicate Green?

What behaviours indicate Amber?

What behaviours indicate Red?

Should major decisions following emotional conflict require a minimum twenty four hour cooling period?

What objective signs should override the belief that you feel capable?

What percentage of weekly work should directly support current or near term revenue?

What is the maximum acceptable number of hours spent on a non revenue project?

What evidence is required before research becomes a commercial project?

Should the dashboard automatically flag projects with no revenue path?

Should every active project display expected cash collection date?

ACCOUNTABILITY

How often should Scott review the dashboard?

Should Lenny provide a written weekly review

What happens when a commitment is missed without prior warning?

What happens when the same failure repeats?

What information should Scott receive automatically?

What would make the dashboard feel supportive rather than controlling?