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Idea to production

Trigger

A business need, opportunity or customer problem arrives with no agreed solution.

Intended outcome

A change running in production with a measured benefit and a named owner.

Workflow steps and gates

Step Accountable role Activity Handover Gate
1 Business Relationship Manager captures the demand with a business outcome and an owner demand record with outcome and owner Demand with no named business outcome does not enter the pipeline
2 Product Manager decides whether and why to pursue it, against evidence roadmap item with problem statement and success measure The customer problem and its evidence are stated
3 Business Analyst elicits and specifies the need with testable acceptance criteria requirements baseline with traceability Every requirement is atomic, testable and traced to a source
4 Solution Architect designs the solution end to end and records the decisions solution architecture and ADRs Reviewed by someone who will operate it; failure modes documented
5 Security Architect designs the controls the solution needs security requirements and threat model Every control traces to a threat and a business risk
6 Technical Lead breaks the work down and sets the technical approach technical breakdown and readiness-checked items Acceptance criteria and dependencies exist before start
7 Software Engineer implements with tests and telemetry reviewed, merged change with rollback path Peer reviewed; no secrets in source; telemetry present
8 Test Analyst verifies against the claims and reports residual risk test evidence and residual risk statement Exit criteria agreed before execution and met or waived
9 Release Engineer assembles the release and proves the rollback release manifest and tested rollback Manifest states exactly which artefact versions ship where
10 Change Manager authorises the production change proportionate to its risk change authorisation Risk class matched to approval path; emergency changes logged within the window
11 GitOps and Continuous Delivery Engineer promotes the artefact and runs the progressive rollout deployed change with health gate Health gate and automatic rollback defined and exercised
12 Site Reliability Engineer observes against the service objective and owns the run service operating within SLO, or an error-budget decision Error budget policy actually enforced
13 Product Analyst measures whether the stated benefit arrived benefit measurement against the success measure Result reported with effect size, not just direction

Running this workflow: operator and implementer boundary

In Claude Code or Codex CLI, use the prompt in the next section (or adapt it to your programme): it is a provider conversation request, not a shell program named after this workflow. You supply the source materials, actual owners, gate acceptance and any authorisation for changing real systems. The provider agent interprets the registered workflow stages and role contracts, calls supported tools if allowed, and returns explicit evidence and blockers. Stage completion in the diagram or metadata is not proof of a successful external tool call, an approved exception or a released system.

For consequential decisions explicitly start /layered (Claude) or $workflow-layered (Codex); this version does not force every direct/natural-language workflow invocation into Fabric. Human L0 authority remains separate, with Codex requiring the actual human to run any protected authority command in a trusted terminal. See the interaction model, layered engagement and human authority.

How to use this workflow

A practical prompt pattern is:

Apply the idea-to-production workflow to this situation. For each step, identify the current state, accountable role, required evidence, hand-over artefact, gate status and unresolved blocker. Do not skip a gate merely because the implementation is technically complete.

Operational interpretation

The workflow is most useful when the team keeps each hand-over explicit. The system can help generate or review the artefacts, but the accountable role and approval decision remain organisational responsibilities.