> ## Documentation Index
> Fetch the complete documentation index at: https://irisdocs.prescientlabs.ai/llms.txt
> Use this file to discover all available pages before exploring further.

# Diagnostics & Delivery FAQ

> Quick answers to common questions about scoping, stakeholder evidence, validation, process analysis and client delivery.

## How broad should the first diagnostic be?

Narrow enough to answer a real business question well. One defined process or workflow is usually more useful than a company-wide search for every AI opportunity.

## How many stakeholders should I include?

Enough to cover leadership intent, process ownership, frontline reality, important exceptions and adjacent handoffs. There is no universal number.

## Should I interview only managers?

No. Managers often describe the intended process. Frontline participants reveal workarounds, exceptions and real task detail.

## What if stakeholders disagree?

Treat the disagreement as evidence. Investigate whether teams follow different variants, have different incentives or understand the process differently.

## When is screen observation useful?

When granular on-screen work is important and difficult to explain verbally. It is consent-based and should be proportionate to the engagement.

## Does every stakeholder need screen observation?

No. Use it only where task-level evidence materially improves the diagnosis. Interviews remain the primary source for decisions, context and exceptions.

## What if interview evidence is incomplete?

Identify the missing perspective, run a focused follow-up or add another relevant stakeholder. Do not manufacture certainty from weak coverage.

## What makes a finding credible?

Clear evidence, a meaningful consequence, transparent confidence and client validation.

## What is the difference between a finding and a recommendation?

A finding describes the validated current state and why it matters. A recommendation states what should change.

## Should every bottleneck have a technology solution?

No. Causes may be policy, ownership, incentive, approval structure, training or process design.

## How do I validate a process map?

Review it with people who know the work, test important variants and distinguish the official process from what happens in practice.

## What should the final diagnostic produce?

A validated current-state view, prioritised opportunities, consultant-created value assumptions, a roadmap and a clear decision on what should happen next.