Map the work
List the recurring tasks, the systems, the owners, and the backups. Mark the tasks with no written procedure. Ask the team which tasks they would struggle to hand over. The answer is the gap list. Record the next action, the owner, and the date for ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.']. A case without a next action will sit in the queue. Keep the evidence for ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'] in the approved system. Do not copy customer, worker, or contract data into a chat.
Rank the gaps
Rank by risk, frequency, and handover impact. A rare task with a safety consequence may outrank a daily task. Choose one gap and write the procedure with the person who does the work. Record the next action, the owner, and the date for ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.']. A case without a next action will sit in the queue. Keep the evidence for ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'] in the approved system. Do not copy customer, worker, or contract data into a chat.
Test and maintain
Ask a new person to complete the task using the procedure. Update the gaps. Set a review date. A procedure that is not reviewed will drift. Record the next action, the owner, and the date for ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.']. A case without a next action will sit in the queue. Keep the evidence for ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'] in the approved system. Do not copy customer, worker, or contract data into a chat.
Authority and evidence
For ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'], name the accountable owner before the coordinator acts. A request from a client or a manager is context, not authority. Record the source, version, and date for each material field in ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.']. A value without a source is an assertion. Separate preparation from decision. A complete packet or a drafted message is not approval.
Adverse cases
Test ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'] with a missing source, a conflicting record, an unavailable owner, and a request outside the lane. Preserve the original request and the correction. Do not overwrite the earlier value. If the case affects money, access, safety, or a customer commitment, stop and route it to the owner.
Verification and close
Close ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'] only when the destination system shows the approved change. A sent message is not proof. Tell the affected person what changed and when it will appear. Give a contact for a correction. Review a sample of ['A team can run on memory until someone leaves. The documentation gap is the work that only one person knows.', 'The coordinator can map the gaps, but the process owner decides what to document first.'] cases monthly. A repeated gap should change the procedure, not only the coaching.