The decision
Find the cause behind the recurring problem.
A late report may reflect missing evidence, conflicting review standards or too little supervision. The same symptom can require a different intervention.
Simon examines a relevant sample of reports, QA comments and delivery records, then discusses how the work reached that point with the people involved. The review considers existing commitments and what the team can realistically change.
Illustrative example
One rejected finding can point to different causes.
Illustrative example: a finding returns from QA because its severity explanation is incomplete. Reviewing the original evidence and asking the tester to explain the conclusion can lead to different responses.
- The tester cannot explain the exploit's preconditions.
- Technical instruction followed by supervised practice on those preconditions.
- The explanation is sound, but the report leaves out a condition that changes its meaning.
- A worked reporting example and feedback on the next draft.
- The tester knew what to collect, but access expired before the evidence was captured.
- An evidence check during testing and a review of the time allocated.
- Reviewers require conflicting severity explanations.
- Agreement between reviewers on the standard, supported by examples.
These are diagnostic starting points. More than one cause may apply; the team's work determines the response.
Read the worked training exampleResponsibilities
Agree what the review needs to establish.
Conversec takes responsibility for investigating the agreed questions, explaining the evidence behind its assessment and setting out recommended next decisions.
Your managers identify the concern, provide the agreed records and access to relevant people, and explain the constraints on delivery. We identify gaps in the evidence where a conclusion needs further investigation.
What you receive
A basis for deciding what to do next.
The findings distinguish observed problems from explanations that still need checking. Priorities reflect the consequences of delay and the team's capacity to act.
- Findings and the evidence supporting them.
- Practices worth retaining and risks needing attention.
- Prioritised recommendations and decisions for management.
- Uncertainties, information gaps and any further investigation required.
- Suggested evidence for assessing an agreed change.
Next steps
Choose the support the findings justify.
Your team can implement the recommendations itself or discuss coaching or leadership support. A diagnostic is a separate engagement; it does not commit you to further work.
The scorecard can help identify an area worth investigating from your own assessment. A diagnostic examines the source work and tests explanations with the people involved.