Docs / 08-transformation/02-program/work-breakdown-structure
Work Breakdown Structure
Full task decomposition of the 12-month Prime Products AI transformation across 13 phases with owners, dependencies and deliverables.
Work Breakdown Structure — Prime Products AI Transformation
Thirteen phases (0–12) over program months M1–M12 (M1 ≈ September 2026 — assumption, to confirm at kickoff). Phases deliberately overlap: knowledge base (Phase 6) and Mission Control (Phase 7) start in M1–M2 to give the program visible early wins; hardware procurement (Phase 4) is ordered in M3 to absorb the 6–10-week supplier lead time; training (Phase 10) runs alongside pilots and rollout rather than as a block at the end. Calendar projection: roadmap-12-month.md. Owner values are roles, per governance: TPL lead, Prime Products IT, dept champion, CEO, steering (steering committee).
Overlap summary: 0∥1 (M1) · 1∥2∥3∥6∥7 (M2–M3) · 4 spans M3–M6 under 5’s early work · 5∥6∥8 (M5–M7) · 8∥9∥10 (M6–M9) · 9∥10∥11 (M9–M11) · 11∥12 (M11–M12).
Phase 0 — Preparation & governance (M1)
Objective: stand up the program so that every later phase has a decision path, a budget envelope, and a communication channel.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 0.1 | Kickoff & charter sign-off | Confirm M1 start date; CEO + TPL align on scope, out-of-scope, success criteria | CEO | — | Signed project-charter.md |
| 0.2 | Form steering committee | CEO, TPL lead, IT head, 2–3 department heads; monthly cadence booked for 12 months | CEO | 0.1 | governance-model.md, calendar invites |
| 0.3 | Appoint program roles | TPL lead, Prime Products internal coordinator, IT platform owner | steering | 0.2 | RACI in governance model |
| 0.4 | Budget envelope approval | CapEx (hardware) + OpEx (TPL, licenses, training) envelopes; €[TBD] placeholder until Phase 3 sizing | steering | 0.1 | Approved budget memo |
| 0.5 | Communication kickoff | CEO all-hands announcement; Teams program channel; first Mission Control news post | CEO | 0.1 | Announcement, #ai-transformation channel |
| 0.6 | Confidentiality & data handling baseline | NDA coverage check, data_sensitivity rules, no-plaintext-credentials policy applied to program artifacts | TPL lead | 0.1 | Data-handling note in charter |
| 0.7 | Tooling access | TPL access to M365 tenant (read), SoftOne test environment request, GitHub/vault access | Prime Products IT | 0.3 | Access checklist complete |
Phase 1 — Discovery & requirement analysis (M1–M3)
Objective: capture how Prime Products actually works today — per department, per system — and register validated needs as REQ-NNN. Interviews only; near-zero load on daily operations (≤2 h per interviewee).
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 1.1 | Finalize discovery instruments | Questionnaires per audience (exec, dept head, operator, IT, compliance) — see requirement-analysis-framework.md | TPL lead | 0.1 | 5 questionnaire files in 03-discovery/ |
| 1.2 | Interview schedule | 15 departments × 1–2 sessions; 90 min each; spread across M1–M2 to keep operational load light | TPL lead | 1.1, 0.5 | Interview calendar |
| 1.3 | Executive interviews | CEO + management: strategy, pain points, decision bottlenecks | TPL lead | 1.2 | Interview notes (type: interview) |
| 1.4 | Department interviews — commercial | Sales, procurement, customer service, marketing | TPL lead | 1.2 | Interview notes per dept |
| 1.5 | Department interviews — operations | Logistics, warehouse (incl. bonded), product/technical support | TPL lead | 1.2 | Interview notes per dept |
| 1.6 | Department interviews — back office | Finance, accounting, HR, administration, reporting/BI | TPL lead | 1.2 | Interview notes per dept |
| 1.7 | Department interviews — IT & compliance | IT, compliance/quality (ISO 22000, bonded-warehouse controls) | TPL lead | 1.2 | Interview notes per dept |
| 1.8 | Systems inventory | SoftOne modules in use, customizations, API availability; M365 tenant layout; shadow tooling (Excel, email workflows) | Prime Products IT | 0.7 | Systems inventory doc in 05-technical/ |
| 1.9 | Data landscape assessment | SoftOne data quality sampling (items, customers, prices), document repositories, file shares | TPL lead | 1.8 | Data assessment note |
| 1.10 | Requirements registration | One REQ-NNN file per validated need; register table updated in same change | TPL lead | 1.3–1.7 | 02-Requirements/_index.md populated |
| 1.11 | Discovery synthesis report | Findings, quick wins, department readiness scores; feeds Phase 2 and pilot selection | TPL lead | 1.9, 1.10 | Discovery report; steering presentation |
| 1.12 | KPI baseline capture | Measure current values for company/department KPIs during interviews (quote turnaround, report latency, etc.) | TPL lead | 1.4–1.7 | Baselines in kpi-framework.md |
Phase 2 — Process mapping & AI opportunity design (M2–M4)
Objective: turn discovery raw material into mapped processes and a scored AI use-case portfolio. Overlaps Phase 1 — mapping starts as soon as the first interviews land.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 2.1 | Process mapping method & template | Lightweight SIPOC-style one-pagers, not BPMN ceremony | TPL lead | 1.1 | Template in 06-knowledge-base library |
| 2.2 | Map core commercial processes | Quote-to-order (ship supply RFQs), order-to-delivery, tender/public-sector bids | TPL lead | 1.4, 2.1 | Process maps |
| 2.3 | Map operations processes | Bonded-warehouse in/out, vessel delivery logistics, ISO 22000 traceability, chart/e-navigation fulfilment | TPL lead | 1.5, 2.1 | Process maps |
| 2.4 | Map back-office processes | Invoicing, month-end close, payroll interface, management reporting | TPL lead | 1.6, 2.1 | Process maps |
| 2.5 | AI opportunity identification | Per mapped process: candidate assist/automate points; harvested into ai-use-case-pipeline.md | TPL lead | 2.2–2.4 | Use-case long-list (~30–50) |
| 2.6 | Use-case scoring & prioritization | Value × feasibility × data-readiness; classify quick-win / pilot / later | TPL lead | 2.5 | Scored pipeline, top-10 shortlist |
| 2.7 | Pilot department selection | Recommend 2–3 pilot departments to steering (criteria: pain, data readiness, champion strength) | steering | 2.6, 1.11 | Gate M4: pilots approved |
| 2.8 | Department one-pagers | 15 files in 04-departments: as-is, opportunities, KPIs | TPL lead | 2.5 | 15 department docs |
Phase 3 — On-prem AI infrastructure architecture (M2–M3)
Objective: design the on-prem NVIDIA platform for ~50 daily users (Greek + English) precisely enough to order hardware in M3. Runs parallel to discovery.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 3.1 | Requirements → sizing inputs | Concurrency (~50 DAU), model classes, context lengths, RAG corpus size estimate | TPL lead | 1.8 | Sizing assumptions doc |
| 3.2 | Reference architecture | GPU server(s), storage, network, virtualization/containers, backup, DR stance — architecture-overview.md | TPL lead | 3.1 | Architecture doc |
| 3.3 | Hardware bill of materials | GPU spec, RAM, NVMe, redundancy; options at 2–3 price points €[TBD] — hardware-and-sizing.md | TPL lead | 3.2 | BoM with options |
| 3.4 | Model & serving stack selection | Open-weight LLMs with strong Greek performance; serving engine; embedding models — llm-serving-stack.md | TPL lead | 3.1 | Stack decision (ADR) |
| 3.5 | Security architecture | Network segmentation, SSO via M365/Entra, secrets handling, audit logging — security-and-operations.md | TPL lead | 3.2 | Security design |
| 3.6 | Site survey | Server-room power/cooling/rack at Piraeus HQ; UPS capacity; assumption — to validate in discovery: existing room is adequate | Prime Products IT | 3.3 | Site readiness report |
| 3.7 | Hardware budget approval | Present BoM + TCO to steering/board | steering | 3.3, 3.6 | Gate M2/M3: board approves hardware budget |
Phase 4 — Hardware procurement & deployment (M3–M6)
Objective: order in M3, absorb the realistic 6–10-week supplier lead time, install and burn in by M5–M6. The lead time is the program’s critical path — everything GPU-dependent is sequenced behind it.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 4.1 | Vendor RFQ & selection | ≥2 quotes; delivery time weighted as heavily as price; warranty/support terms | Prime Products IT | 3.7 | Vendor selection memo |
| 4.2 | Purchase order & order tracking | PO issued M3; weekly vendor check-ins; slippage flagged to steering immediately | Prime Products IT | 4.1 | PO; delivery ETA log |
| 4.3 | Site preparation | Rack, power circuits, cooling verification, network drops — done during lead time, not after delivery | Prime Products IT | 3.6, 4.2 | Site ready certificate |
| 4.4 | Interim dev environment | Small cloud/loaner GPU sandbox so Phase 5 software work starts before delivery; no Prime Products business data in cloud sandbox | TPL lead | 3.4 | Dev environment note |
| 4.5 | Delivery, installation & cabling | Physical install, firmware, out-of-band management | Prime Products IT | 4.2, 4.3 | Installed hardware |
| 4.6 | Burn-in & acceptance testing | GPU stress tests, thermals, storage throughput; acceptance criteria from BoM | Prime Products IT | 4.5 | Acceptance report |
| 4.7 | Base platform install | OS, drivers, CUDA, container runtime, monitoring agents | Prime Products IT | 4.6 | Platform-ready checklist |
Phase 5 — Local LLM stack implementation (M4–M7)
Objective: a working, secured, monitored LLM platform — chat + RAG + API — at GA quality by end of M6/early M7. Software work starts in M4 on the interim environment (4.4), then migrates onto delivered hardware.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 5.1 | Serving engine deployment | Inference server, model registry, quantization strategy per llm-serving-stack.md | TPL lead | 4.4 (dev) / 4.7 (prod) | Serving stack running |
| 5.2 | Greek/English model evaluation | Benchmark shortlisted open-weight models on Prime Products-realistic Greek + English tasks (emails, specs, ISO docs) | TPL lead | 5.1 | Eval report; model choice confirmed |
| 5.3 | Chat UI deployment | Web chat front-end, SSO via Entra ID, conversation history, feedback thumbs | TPL lead | 5.1, 3.5 | Chat UI live for pilot group |
| 5.4 | RAG pipeline | Ingestion from Obsidian KB + selected SharePoint libraries; chunking, embeddings, retrieval eval — rag-and-data-pipeline.md | TPL lead | 5.1, 6.4 | RAG v1 with retrieval eval ≥ target |
| 5.5 | Integrations v1 | M365 (SharePoint read, Teams bot skeleton) and SoftOne read-only queries — integrations-m365-softone.md | TPL lead | 5.1, 1.8 | Integration endpoints |
| 5.6 | Telemetry & usage analytics | Per-user/query metrics, latency, GPU utilization; feeds kpi-framework.md and Mission Control | TPL lead | 5.1 | Telemetry dashboard |
| 5.7 | Security hardening & pen check | Access review, prompt-injection surface review, audit-log verification | Prime Products IT | 5.3, 5.5 | Hardening report |
| 5.8 | Platform GA readiness review | Load test at 50-user profile; runbook handover to IT | steering | 5.2–5.7 | Gate M6: go/no-go platform GA |
Phase 6 — Obsidian knowledge base design & rollout (M2–M9)
Objective: the company knowledge base — the substrate for RAG and the durable asset of the program. Starts early (M2) because content accumulation is the long pole, and pilots need real content.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 6.1 | Vault architecture & conventions | Folder taxonomy, frontmatter schema, linking rules — obsidian-vault-blueprint.md | TPL lead | 0.1 | Blueprint doc |
| 6.2 | Template library | SOP, process map, product note, meeting note, decision templates — obsidian-template-library.md | TPL lead | 6.1 | Template files |
| 6.3 | Vault infrastructure | Git-backed vault, sync for ~50 users, access model per sensitivity | Prime Products IT | 6.1 | Working shared vault |
| 6.4 | Seed content migration | Highest-value existing docs (ISO 22000 procedures, key SOPs, product/tender boilerplate) converted first — priority set by 2.6 | TPL lead | 6.2, 2.5 | ~50 seed docs (RAG-ready) |
| 6.5 | Department content sprints | 2-week sprints per pilot department with champion; then remaining departments in rollout order | dept champion | 6.4, 2.7 | Dept sections ≥ SOP-coverage target |
| 6.6 | KB quality mechanics | Freshness dates, orphan detection, review-cycle assignments; metrics into KPI framework | TPL lead | 6.5 | KB health dashboard |
| 6.7 | KB ↔ RAG feedback loop | Retrieval-miss reports drive content gaps list; monthly triage with champions | TPL lead | 5.4, 6.5 | Gap-fix log |
Phase 7 — Mission Control website (vanos.tpl.one) (M1–M12, continuous)
Objective: the program’s public face inside the company — status, KPIs, news, training. Live by end of M1 in v0 form; evolves all year.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 7.1 | Blueprint & page specs | IA, audiences, update model — mission-control-blueprint.md, page specs | TPL lead | 0.5 | Blueprint approved |
| 7.2 | v0 launch | Static site at vanos.tpl.one: program overview, roadmap, news feed, FAQ | TPL lead | 7.1 | Site live end M1 |
| 7.3 | KPI dashboard pages | Wire telemetry (5.6) and KPI framework into live dashboard panels | TPL lead | 5.6, 7.2 | Dashboards live ~M6 |
| 7.4 | Training & help section | Course calendar, self-serve learning paths, prompting guide links | TPL lead | 7.2, 10.2 | Training hub |
| 7.5 | Monthly content operations | News post per steering cycle; milestone announcements; champion spotlights | TPL lead | 7.2 | 12 monthly updates |
Phase 8 — Department pilots (M6–M8)
Objective: prove value in 2–3 departments with real work, real data, honest measurement. Gated on platform GA (5.8).
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 8.1 | Pilot design per department | 2–3 use cases each from top-10 shortlist; success criteria = KPI deltas vs 1.12 baselines | TPL lead | 2.7, 5.8 | Pilot plans |
| 8.2 | Pilot onboarding & training | Champions + pilot users trained first (Phase 10 curriculum); accounts, access, KB sections ready | dept champion | 8.1, 10.3, 6.5 | Trained pilot cohort |
| 8.3 | Pilot execution — dept A | Candidate (assumption — to validate at gate 2.7): sales/quoting — RFQ response drafting from KB + SoftOne data | dept champion | 8.2 | Running pilot, weekly metrics |
| 8.4 | Pilot execution — dept B | Candidate: customer service — inquiry triage & drafted replies | dept champion | 8.2 | Running pilot, weekly metrics |
| 8.5 | Pilot execution — dept C | Candidate: compliance/quality — ISO 22000 document Q&A and audit prep | dept champion | 8.2 | Running pilot, weekly metrics |
| 8.6 | Weekly pilot reviews | 30-min per pilot: usage, friction, wins; issues fed to platform backlog | TPL lead | 8.3–8.5 | Review notes |
| 8.7 | Pilot evaluation & rollout decision | KPI deltas, CSAT, lessons; rollout wave order proposed | steering | 8.6 | Gate M8: pilot results accepted; rollout approved |
Phase 9 — AI agent & automation development (M7–M10)
Objective: move beyond chat — build the agents and automations from the scored pipeline into a governed registry.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 9.1 | Agent platform foundations | Orchestration framework, tool-calling into SoftOne/M365, human-approval steps, sandboxing | TPL lead | 5.5, 5.8 | Agent runtime |
| 9.2 | Agent registry & lifecycle | Every agent registered with owner, scope, permissions, review date — ai-agent-registry.md | TPL lead | 9.1 | Registry live |
| 9.3 | Automation wave 1 | 3–5 quick-win automations from pilots (e.g. quote assembly, inquiry routing, report drafting) | TPL lead | 9.1, 8.6 | Wave-1 agents in production |
| 9.4 | Automation wave 2 | Next 5–8 from pipeline, incl. non-pilot departments (finance close support, warehouse doc handling) | TPL lead | 9.3, 8.7 | Wave-2 agents |
| 9.5 | Straight-through monitoring | Per-agent run metrics: runs, success %, hours saved, human-override rate → KPI framework | TPL lead | 9.2, 5.6 | Agent metrics on Mission Control |
| 9.6 | Power-user enablement | Selected power users build/modify simple automations under IT guardrails | TPL lead | 9.2, 10.4 | ≥5 user-built automations |
Phase 10 — Training & change management (M4–M11)
Objective: execute change-management-and-training-plan.md. Runs as a continuous track; keyed to pilot and rollout waves.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 10.1 | Champions program launch | 1 champion per department (15), selection with dept heads, weekly guild from M4 | TPL lead | 2.8 | Champion roster, guild cadence |
| 10.2 | Curriculum development | 5 audience tracks (all-staff, dept heads, power users, IT, management); labs + self-serve KB paths | TPL lead | 6.2 | Curriculum in KB + Mission Control |
| 10.3 | Champion & pilot-user training | First cohort, ahead of pilots (M5–M6) | TPL lead | 10.2 | ~25 people trained |
| 10.4 | All-staff training waves | 2-h hands-on labs per department, sequenced with rollout waves (M8–M11); ≤4 h/person/month | dept champion | 10.2, 8.7 | ~109 staff trained |
| 10.5 | IT platform-ops training | Runbooks, on-call model, model-update procedure handover | TPL lead | 5.8 | IT certified on ops |
| 10.6 | Management track | AI-assisted decision-making, reading the dashboards, use-case sponsorship | TPL lead | 10.2, 7.3 | Management sessions done |
| 10.7 | Skills assessment & certification | Prompt-skill assessment; internal certification badge; results → KPI framework | TPL lead | 10.4 | Certification records |
| 10.8 | Comms & feedback operations | Monthly all-hands segment, pulse surveys, #ai-help channel ops | TPL lead | 0.5 | Monthly comms artifacts |
Phase 11 — Full rollout (M9–M11)
Objective: every department onboarded, in waves, with no big-bang cutover and parallel-run on anything process-critical.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 11.1 | Rollout wave plan | 12 remaining departments in 3 waves (M9/M10/M11), ordered by readiness score from 1.11 | TPL lead | 8.7 | Wave plan approved |
| 11.2 | Wave 1 onboarding | ~4 departments: accounts, training (10.4), KB sections live, 2 use cases each | dept champion | 11.1 | Wave 1 active |
| 11.3 | Wave 2 onboarding | ~4 departments | dept champion | 11.2 | Wave 2 active |
| 11.4 | Wave 3 onboarding | Remaining departments incl. branches (Akti Miaouli, Perama) and warehouse floor access model | dept champion | 11.3 | Wave 3 active; all 15 depts live |
| 11.5 | Capacity & performance watch | Monitor GPU utilization/latency as DAU climbs to ~50; scale plan triggered if p95 breaches target | Prime Products IT | 5.6, 11.2 | Capacity reports |
| 11.6 | Hypercare per wave | 2-week elevated support after each wave; champions + #ai-help + TPL escalation | TPL lead | 11.2–11.4 | Hypercare logs |
| 11.7 | Adoption checkpoint | WAU ≥ target across departments; laggard-department action plans | steering | 11.4 | Gate M11: rollout complete declared |
Phase 12 — Optimization, governance & continuous improvement (M11–M12)
Objective: shift from project to operating model — Prime Products runs the platform, TPL steps back to advisory.
| WBS | Task | Subtasks / notes | Owner | Depends on | Deliverables |
|---|---|---|---|---|---|
| 12.1 | KPI review vs M12 targets | Full read of kpi-framework.md; ROI narrative for board | TPL lead | 11.7 | KPI attainment report |
| 12.2 | Model & stack refresh cycle | Procedure for evaluating/adopting new open-weight models quarterly | TPL lead | 5.2, 10.5 | Refresh runbook |
| 12.3 | AI governance board (permanent) | Steering committee transitions to quarterly AI governance board; use-case intake process owned by Prime Products | CEO | 12.1 | Governance charter v2 |
| 12.4 | Use-case pipeline handover | Backlog, scoring method, and agent registry ownership transferred to Prime Products IT + champions guild | TPL lead | 9.2 | Handover sign-off |
| 12.5 | Year-2 roadmap | Next-wave opportunities (deeper SoftOne write-back, customer-facing AI, advanced analytics) with budget sketch €[TBD] | steering | 12.1 | Year-2 proposal |
| 12.6 | Program closure | Final board presentation, lessons-learned, archive of program artifacts in vault | steering | 12.1–12.5 | Gate M12: program closed; ops handed over |