[Skip to content](https://academy.innguma.com/en/method-governance-and-une-166006/planning-and-operating-the-complete-process/#contenido) Lesson 4.3 · Learning path 04 # Planning and operating the complete process How do we get from strategic objectives to a repeatable operation that delivers useful intelligence? **You take away** a one-page operational monitoring plan, with quality criteria and an escalation rule. ≈ 35 min · Intermediate [Do the practice](https://academy.innguma.com/en/method-governance-and-une-166006/planning-and-operating-the-complete-process/#hazlo-tu-diseno-de-un-ciclo-de-cuatro-semanas)[Exercise](https://academy.innguma.com/en/method-governance-and-une-166006/planning-and-operating-the-complete-process/#compruebalo)[Read the lesson](https://academy.innguma.com/en/method-governance-and-une-166006/planning-and-operating-the-complete-process/#construir-desde-la-salida-hacia-las-fuentes) In 1 minute the quality of the process is measured as much by what it observes as by what it can recognise it has not observed. ## Build from the output back to the sources The usual mistake is to start with “which tools let us capture more things”. We reverse the order: first **who must decide**, then **which question needs an answer**, **which product they expect to receive**, **which events could change their judgement** and, only then, **which sources and procedures we need**. A minimal operational chain can be expressed as: **Decision → question → indicators/signals → sources and coverage → capture → filtering → validation → analysis → product → dissemination → recipient response → adjustment.** It is not a line that is run only once. New findings can change the question, reveal missing sources or show that the chosen frequency was insufficient. Interactive · Put in order ### Put the operating chain in order Start with whoever decides, not with the tools. Activity: put the operating chain in order, from decision to adjustment. ## Design the service, not just the content For each intelligence product, describe its **service agreement**: recipient; decision supported; geographic/temporal scope; inclusion criteria; minimum reliability; level of interpretation; format; delivery date; channel; handling of urgent cases; owner; review. Differentiate products: a **critical alert** requires speed and essential evidence; a **monthly briefing** demands comparison, evolution and uncertainty; a **quarterly radar** needs trends and scenario changes. Coverage becomes an operational log: active, failed, inaccessible and to-be-reviewed sources. “No news” only means something if we know which sources were checked successfully. The absence of a signal never proves, on its own, the absence of change. Company A case · simulation Fictional case ## Company A case: three outputs, three rhythms Company A decides to produce: (a) a one-off alert if a verified industrial investment announcement exists; (b) a monthly briefing for innovation on players, pilots and patents, distinguishing evidence from inference; (c) a quarterly review of strategic hypotheses with management. Each output has a different audience and a different time requirement. Sending the same newsletter to everyone would be confusing dissemination with usefulness. The team adds a critical control: if a priority source becomes inaccessible, the incident is logged and the coverage limitation is reported in the next product that depends on it. Educational simulation: fictional information and organisations. Do it yourself ## Do it yourself · Design a four-week cycle Choose a decision. Define two key questions, five observable events, between three and six specific sources you would consult, a criterion for validating evidence, a weekly output and a monthly review. Also build an exception procedure: what happens if a critical signal appears or an essential source goes down? **Deliverable:** a one-page operational monitoring plan, with quality criteria and an escalation rule. **Common mistakes:** assigning arbitrary frequencies; using only general-interest media to monitor official obligations; confusing a source that has been “added” with a source that is “monitored correctly”; not designing how the decision-maker receives and responds. **Key takeaway:** the quality of the process is measured as much by what it observes as by what it can recognise it has not observed. R05 · Operations ### Operational monitoring plan Turn the design into a sustainable routine. [See the template →](https://academy.innguma.com/en/library/operational-monitoring-plan/) R06 · Evidence ### Log of signals and evidence Distinguish observation, source and interpretation. [See the template →](https://academy.innguma.com/en/library/log-of-signals-and-evidence/) Check it · self-assessment ## Check your four-week cycle This part needs professional judgement: there is no automatic marking. Complete your work in the practice, rate it with the lesson's rubric and compare it with the indicative solution. What your answer should include - Two key questions, five observable events and between three and six sources. - Procedure for a failed source: "coverage temporarily incomplete". - When there is a contradiction, you keep both observations. - If a reviewer is absent, you assign a substitute or hold back high-risk claims. Self-assessment rubric (0–2 per criterion) This is not a professional certification grade or a UNE normative criterion. Link to a decision Provenance and limits Continuity and authority Product and recipient Improvement check **Indicative solution** Model solution: sources in R05, a log of checks, an escalation rule proportional to risk, one monthly product and an extraordinary alert. **Mistake to avoid:** Interpreting the silence of a failed source as an absence of changes. Illustrative solution for a fictional case: reasoned alternatives are valid. **Optional extension Extension · Controlled operation with exceptions** **The normal design is not enough.** A plan that only describes the week when everything works is not operational. Besides sources and products, three exception states must be described: a critical source does not respond; two pieces of evidence contradict each other; a responsible person is absent. Each exception needs detection, a contingency decision and a reassessment date. ### Company A table · Fictional four-week pilot | Week | Observable work | Evidence that must remain | Control decision | | --- | --- | --- | --- | | 1 | Agree on the question and a map of 4 families of sources | R05 v1, acknowledged gaps, roles | Approve pilot scope | | 2 | Run queries and verify critical sources | Execution log, failures and duplicates | Adjust one filter using a sample | | 3 | Prepare an alert and a briefing with explicit doubts | R06, version and reviews | Decide whether to escalate a signal | | 4 | Ask for feedback and test the substitute arrangement | Change log and operational test | Continue, correct or stop | **Scenario 1 — regulatory silence:** an official source records no news. We cannot infer “no changes” before checking that access, the query and the time period work. Record `no news after checking`, not `no demonstrated activity`. **Scenario 2 — contradiction:** a headline reports a sale; the original document talks about a pilot. Keeping both records, prioritising the nature of each source and making the uncertainty explicit produces more value than imposing a single label without justification. **Scenario 3 — absence:** the person in charge of validating news is absent. For high-impact information, define a substitute or postpone a conclusion. Do not treat a report as approved because the responsible people stay silent. ### Optional extension · Process acceptance test Design a realistic week of operation with two questions and five possible events. Add a control sheet with the columns `planned date`, `source`, `result`, `health check`, `incident`, `owner` and `action`. Introduce two failures artificially and explain which alerts the team could or could not issue. **You pass the test** if another person can run the plan and the capture failure is not turned into a false absence of signals. This exercise refers to R05 and L02: it does not replace the detailed design of filters in learning path 02. Interactive · Decide ### Three exceptions, three responses A plan that only describes the week when everything works is not operational. Activity: decide what to do about three operating exceptions. ## References and limits - UNE · Asociación Española de Normalización. *UNE 166006:2018. Gestión de la I+D+i: Sistema de vigilancia e inteligencia* (2018). [Document](https://www.une.org/encuentra-tu-norma/busca-tu-norma/norma?c=N0059973) Reference framework for watch and intelligence systems. It is cited only as context, never as a source of requirements. Reference consulted on 2026-10-18. - Innguma · internal training material. *Construyendo un sistema de vigilancia (presentación, 2022-04-28)* (2022). Sources, filtering, management and dissemination. Innguma training material, not public. - Company A is a fictional case: its data, companies and figures do not describe real markets or organisations. - The five dimensions and the 0–3 scale are a pedagogical rubric of the Academy: they do not reproduce clauses of UNE 166006, do not replace an audit and do not allow you to declare conformity. Intelligence Lab · L02 ## Monitoring plan builder Ready to apply it? Open the Monitoring plan builder in the Lab and build an editable plan you can download. Output: editable monitoring plan. Works in the browser, no server, no account and no connected AI. The result may need reviewing and adapting to your case. - [Open the tool](https://academy.innguma.com/en/lab/monitoring-plan-builder/) - [Back to the learning path](https://academy.innguma.com/en/method-governance-and-une-166006/) **Download** - [R03 · Map of sources and coverage](https://academy.innguma.com/en/library/map-of-sources-and-coverage/) - [R05 · Operational monitoring plan](https://academy.innguma.com/en/library/operational-monitoring-plan/) - [R06 · Log of signals and evidence](https://academy.innguma.com/en/library/log-of-signals-and-evidence/) Open reading, no registration.