## Slide 1

Open with the decision, not a feature tour. This is a fictional practice brief; no real customer outcomes are claimed.

## Slide 2

Invite the team to challenge the constraints before comparing alternatives.

## Slide 3

Read the decision authority and scope aloud. Confirm who can approve the actual choice; do not imply a draft recommendation is already authorized.

## Slide 4

Identify which statements are supplied facts, proposed requirements or unverified assumptions. This fictional brief includes no measured customer evidence.

## Slide 5

Ask what would have to be true for each option to be the right choice.

## Slide 6

These judgments are qualitative. Do not turn them into invented numeric scores or imply a formal experiment took place.

## Slide 7

Assign a concrete validation method to each assumption. Ask what observation could contradict it rather than looking only for support.

## Slide 8

Do not invent effort estimates to fill gaps. Treat owner acceptance and unresolved dependencies as real gates.

## Slide 9

Read each trigger and response together. Keep the response proportionate and reversible; avoid claiming these risks have been measured.

## Slide 10

Make clear that a recommendation is not an approval. Record the actual decision and dissent after discussion.

## Slide 11

These stages advance on evidence and readiness, not on an invented calendar date. A stage may pause or end without expansion.

## Slide 12

Confirm a named human for every role before assigning real work. Dates are a proposed sequence, not commitments.