Skill: Cycle Impact Scoring

Capability Domain: Process Engineering
Technology Stack: Cost of Delay, Value Stream Accounting

Formula

wall_clock = touch_time + wait_time (elapsed; hours or business days, labeled)
effort = people_in_role × touch_time (load, not elapsed)
impact = effort + (people_downstream × wait_time)

Rank stages and handoffs by impact, not by p90 wall-clock alone. Keep the Theory-of-Constraints #1 visible so a cheap stage cannot outrank a real bottleneck.

Files intern fills (starter clone)

• streamlit/data/role_capacity.yaml — columns: stage, role, people_in_role, people_downstream, assumed_or_measured, who_said_so
• streamlit/data/cost_of_delay.yaml — columns: stage, touch_hours, wait_hours, wall_clock_hours, effort, impact, toc_rank_1, assumed_or_measured, query_execution_id
• SQL: sql/stage_touch_wait.sql placeholders {database}, {view}, $.payload.*

Wall-clock / effort / impact on the swimlane are these YAML fields. Do not re-query Athena when drawing TSY slides.

Recipe

1. Split each stage's wall-clock into touch time (active work between events) and wait time (idle gaps). Wall-clock comes from catalog events (issue → PR → CI → merge → deploy). Never treat wall-clock as effort.
2. When Jira status_segments exist, a stage's touch/wait may be measured from those segments. Issue lead and cycle (business days; skill Jira Flow Extract) are supporting clocks — they do not replace this impact formula.
3. Headcount is the Role Capacity Assumptions table: people in this role, people downstream. Do not infer headcount from unique Git authors.
4. Label every number measured or assumed.
5. Join work items on issue/PR number (Closes #N), never timestamps or repo alone.
6. Write Cost of Delay Ranking (query text + QueryExecutionId where measured) and Delivery Cycle Reconstruction (swimlane with three metrics per card: effort, wall-clock, impact).
7. Optional look-until-trusted charts: skill Metric Render Catalog. Do not promote those charts to the #1 ranking.

Pitfalls

• Ranking by duration only, ignoring how many people wait.
• Using unique authors as team size.
• Putting assumed numbers next to measured ones without a label.
• Equating issue lead/cycle business days with merge-request wall-clock hours.