NOTQIN Project Management OS
The single document you open every Monday to steer the project. Sits above every other strategy file in this folder. If something here contradicts an older doc, this wins — and update the older doc.
This OS layers three frameworks the way Ahmed Ben Ahmed learned them in management d’entreprise and management de projet:
| Layer | Framework | Answers |
|---|---|---|
| L1 — Structure | PMBOK 7 | Who is accountable for what? What are the risks? What’s the scope? |
| L2 — Strategy | Lean Startup + Business Model Canvas | What are we actually selling, to whom, and how does the money work? |
| L3 — Execution | OKRs + Wave cadence | What ships this quarter? What ships this week? |
0. Document Map (where everything else lives)
Read this OS first. Drill down to the source documents only when you need detail.
| Topic | Source of truth |
|---|---|
| Master KM inventory — every doc you should have | NOTQIN KM System — Master Index |
| Customer-facing pitch + sales playbook (companion OS) | NOTQIN Go-to-Market OS |
| Aero + auto sector-specific GTM (different pain hierarchy) | NOTQIN GTM — Aeronautics & Automotive |
| What NOTQIN is technically | NOTQIN Ecosystem Map |
| Architecture / module boundaries | NOTQIN Ecosystem — Modular Integration Architecture, NOTQIN Architecture Playbook |
| Per-module status | NOTQIN Core, NOTQIN IEIA, NOTQIN Agent, NOTQIN Physics, NOTQIN Research, NOTQINVR |
| Current quarter plan | Q3-2026-strategy |
| 18-month founder horizon | DigiTPME Founder Roadmap 2026-2027 |
| MVP scope (locked) | NOTQIN MVP Acceptance Criteria, NOTQIN MVP Roadmap From Current State, NOTQIN MVP Current App Inventory, NOTQIN MVP Evaluation Against Features |
| Sales motion | NOTQIN Customer Engagement Playbook |
| First-pilot scope template | NOTQIN Pilot Playbook |
| Feasibility / financials (broad) | Feasibility Study — DigiTPME 2026 |
| Feasibility narrow thesis + discovery sprint | Feasibility Study — NOTQIN Auto Tier-2 Scorecard 2026 |
| Auto Tier-2 target list for outreach | AMICA Tier-2 Target List 2026 |
| Strategy briefs (≈3KB each) | Master Strategy, Market Strategy, Product Strategy, Go-To-Market, Partnership Strategy, Funding Strategy, Learning Strategy |
| Design direction | NOTQIN — Design System Research & Direction |
| Operating context | DigiTPME Operating Context |
| Exam mode | Exam Period Operating System 2026-05 |
1. Project Charter (PMBOK)
1.1 Vision
Become the reference industrial intelligence platform for Moroccan manufacturing SMEs by 2028 — the layer that turns CBAM, ONEE tariff, and EU buyer compliance pressure into a measurable operating advantage.
1.2 Mission (next 18 months)
Land the first paying pilot customer, ship two more sector packs (aeronautics + automotive) on the same architecture, and reach 3 paying customers + 1 institutional partner by end of 2027.
Note: there is no signed customer yet. The “Hallotex” name that appears in the codebase (
customer-site.yaml, demo data, Wave docs) is a synthetic textile-plant placeholder used during development of the sector-pack architecture — not an active pilot.
1.3 Scope
In scope
- Sector packs: textile (live), cement, steel, aeronautics, automotive, agrifood
- Modules: NOTQIN Core, NOTQIN IEIA, NOTQIN Agent (CBAM), NOTQIN Physics, NOTQIN Research, NOTQINVR, NOTQIN Grid
- Geographies: Morocco first (Casablanca–Settat, Tanger, Safi, Beni Mellal). North Africa from 2028.
- Customer profile: 50–2 000 employees, energy > 8 % COGS, EU export exposure (NOTQIN Customer Engagement Playbook ICP)
Out of scope (now)
- Pure ERP replacement, MES replacement, financial accounting
- Customers < 30 employees, > 5 000 employees, services-only firms
- Geographies outside Morocco — even if reachable
- Hardware manufacturing (we integrate ESP32 + commodity PLCs only)
1.4 Success Criteria (end of 2027)
- ≥ 3 paying customers on annual contracts (≥ 1 outside textile)
- ≥ 1 academic/institutional partnership signed (UM6P, IRESEN, or ENSA Berrechid)
- ≥ 1 research paper published (CBAM/NILM/Bayesian/Causal series)
- ARR ≥ MAD 1.5 M
- Zero P1 production incidents lasting > 30 min in any quarter
- Founder no longer the bottleneck for second-customer onboarding
1.5 Constraints
- Time: founder is also a student at ENSA Berrechid (exam periods May–June, Jan–Feb — see Exam Period Operating System 2026-05)
- Capital: pre-revenue, bootstrapped; no external funding closed
- Team: 1 founder + Claude agent. Hiring depends on first paying contract closing.
- Regulatory: CBAM deadline (1 Jan 2026 reporting / 2027 financial), CNDP data residency, DGSSI cybersecurity baseline
1.6 Assumptions (kill the project if these break)
- Moroccan industrials will pay > MAD 100 k/year for CBAM + OEE tooling
- EU buyers will keep requiring carbon documentation through 2028
- The sector-pack architecture generalises beyond textile without rebuilds
- Solo-founder + AI delivery model holds until customer #2
2. Stakeholder Register (PMBOK)
| Group | Specific names | Power | Interest | Engagement strategy |
|---|---|---|---|---|
| First-pilot customer | TBD — not yet signed | High | High | Single most important slot to fill. Pipeline tracked in NOTQIN Go-to-Market OS §2A |
| Target industrials | OCP Group (Jbili, Mahrou), Sonasid, YNNA Steel, Tanger Med (Eddoujaji), Lesieur Cristal (Ousti), Pharma 5, Managem Tizert | High | Variable | Stage 1 outreach via NOTQIN Customer Engagement Playbook |
| Academic partners | UM6P (Ahmed Ratnani, Hamza Keurti), ENSA Berrechid (Dr Driss HARRIZI), IRESEN | Med | High | Co-authored research, joint thesis topics |
| Integrator allies | 4.0 Solutions (Walker Reynolds), MaestroHub, ThreadCloud (Bob Vanderoulen) | Med | Med | Peer-to-peer technical, ProveIt Conference visibility |
| Standards / institutional | FIMME, GIMAS, AMICA, Fez Smart Factory, MOWAKABA | Med | Low–Med | Membership, event presence, occasional briefings |
| Funding sources | Tamwilcom, MITC, 212 Founders, Innov Invest | High | Low (today) | Grants OK pre-revenue; equity gated on first paying contract signed |
| Regulators | CNDP, DGSSI, douane CBAM unit | High | Low | Compliance posture, no proactive engagement |
| Internal | Founder, future hires (Eng #1, Sales #1) | High | High | Daily / weekly cadence |
3. RACI Matrix
R = Responsible (does the work) · A = Accountable (one person, signs off) · C = Consulted · I = Informed
| Activity | Founder | Claude agent | First pilot contact (TBD) | Academic mentor | Future Eng #1 |
|---|---|---|---|---|---|
| Product strategy | A/R | C | C (once signed) | C | I |
| Sector-pack development | A | R | I | I | R (when hired) |
| Pilot delivery | A/R | C | C | I | R (when hired) |
| Customer outreach / sales | A/R | C | — | I | I |
| Research papers | A | R | I | C/R | I |
| Pricing / commercial terms | A/R | C | C (negotiation) | — | I |
| Risk management (this register) | A/R | C | I | I | C |
| Roadmap & OKRs | A/R | C | I | I | C |
| Operational ops / hosting / DevOps | A/R | R | I | — | R (when hired) |
| Compliance (CBAM/CNDP/DGSSI) | A/R | C | I | I | I |
When Eng is hired, the RACI shifts: founder becomes A on delivery, Eng #1 becomes R.
4. Work Breakdown Structure (PMBOK)
WBS reads top-down: Programme → Modules → Wave → Tasks.
NOTQIN Programme
├── 1. Platform
│ ├── 1.1 NOTQIN Core (IoT ingestion, MQTT, InfluxDB) ✅ prod
│ ├── 1.2 NOTQIN Grid (LSTM/Prophet forecasting) ✅ prod
│ ├── 1.3 NOTQIN IEIA (energy anomaly investigation) ✅ prod
│ ├── 1.4 NOTQIN Agent (CBAM compliance copilot) 🔄 early
│ ├── 1.5 NOTQIN Physics (physics-informed maintenance) 🔄 MVP
│ ├── 1.6 NOTQINVR (digital twin AR/VR) 🔄 VR done
│ └── 1.7 Forge / Provisioner (per-customer droplet) ✅ prod
├── 2. Sector Packs
│ ├── 2.1 Textile ✅ pack shipped (no signed pilot yet)
│ ├── 2.2 Cement ✅ pack shipped (Wave B–G)
│ ├── 2.3 Steel ✅ pack shipped
│ ├── 2.4 Aeronautics 🔄 Q3 OKR2 — sector pack + AS9100D module
│ ├── 2.5 Automotive 🔄 Q3 OKR3 — sector pack + IATF 16949 module
│ └── 2.6 Agrifood ✅ pack shipped (Wave G)
├── 3. Go-to-Market
│ ├── 3.1 Pitch deck & demo flow
│ ├── 3.2 Customer Engagement Playbook execution
│ ├── 3.3 Pricing & commercial templates
│ └── 3.4 Pilot SOW templates (trust-ladder-pilot-sow)
├── 4. Research
│ ├── 4.1 Paper 1 — CBAM ML
│ ├── 4.2 Paper 2 — NILM
│ ├── 4.3 Paper 3 — Bayesian
│ └── 4.4 Paper 4 — Causal
└── 5. Operations
├── 5.1 CI/CD + observability
├── 5.2 Customer support & SLA
├── 5.3 Compliance posture (CNDP, DGSSI, CBAM)
└── 5.4 Finance & legal (entity, contracts)
Each WBS leaf is owned by exactly one person per the RACI.
5. Business Model Canvas (Lean L2)
One page — refresh quarterly when OKRs are set.
| Block | Content |
|---|---|
| Customer Segments | Primary: Moroccan industrials 50–2 000 employees, EU-export exposed, energy > 8 % COGS. Secondary: academic + institutional partners. Tertiary: integrator partners reselling sector packs. |
| Value Propositions | (1) CBAM-ready exports — turn regulation into a documented competitive edge. (2) Energy intelligence — find the next 5–15 % ONEE saving before it hits the bill. (3) Audit-ready operations — AS9100D / IATF 16949 / ISO 50001 evidence on tap. (4) Sector-specific from day one — no 18-month customisation. |
| Channels | Direct founder-led outbound (LinkedIn, FIMME / GIMAS / AMICA events), warm intros via OCP Group / UM6P / ENSA Berrechid, integrator referrals, content (vault → blog → social). |
| Customer Relationships | Trust Ladder — Rung 1 audit, Rung 2 pilot, Rung 3 annual contract, Rung 4 multi-site. High-touch founder relationship until customer #3. |
| Revenue Streams | (a) Pilot fees (MAD 180k–800k, one-shot). (b) Annual SaaS subscription (MAD 600k–2 500k per site). (c) Research grants (Tamwilcom, MITC, IRESEN). (d) Sector-pack licensing to integrators (post-2027). |
| Key Resources | Codebase + sector-pack architecture, founder time, AI agent compute, Moroccan industrial network, vault knowledge base, academic relationships (UM6P / ENSA Berrechid). |
| Key Activities | Sector-pack engineering, customer pilots, research publication, network building, CBAM regulatory tracking. |
| Key Partnerships | UM6P (research + brand), ENSA Berrechid (talent pipeline), MaestroHub / ThreadCloud (technical complement), 4.0 Solutions (mentor + visibility), FIMME / GIMAS / AMICA (distribution to members). |
| Cost Structure | Founder opportunity cost, AI inference (Claude API), hosting (DigitalOcean droplets per customer), ESP32 hardware kits, travel within Morocco, eventual hires (Eng #1 by Q1 2027). |
Sources: Feasibility Study — DigiTPME 2026, NOTQIN Customer Engagement Playbook, Funding Strategy.
6. Risk Register (PMBOK)
Updated monthly. Score = Likelihood (1–5) × Impact (1–5). Anything ≥ 15 is red.
| # | Risk | L | I | Score | Mitigation | Owner |
|---|---|---|---|---|---|---|
| R1 | No paying customer yet — first pilot contract still unsigned | 5 | 5 | 25 | Weekly Stage-1 outreach discipline (NOTQIN Go-to-Market OS §5); ≥ 3 outbound touches/week; ≥ 1 Diagnostic Pack delivered by end of Q3 | Founder |
| R2 | CBAM rules soften — value prop weakens | 2 | 5 | 10 | Diversify value pitch (OEE, ONEE, audit) so CBAM is one of four legs not the only one | Founder |
| R3 | Founder exam burnout (May–June, Jan–Feb) | 4 | 3 | 12 | Exam Period Operating System 2026-05 explicit, freeze new commitments during exam windows | Founder |
| R4 | Sector pack 5 doesn’t generalise — needs rebuild | 3 | 4 | 12 | Q3 explicitly tests with aeronautics + automotive in parallel; cement/steel/textile already validate | Founder |
| R5 | Second customer needs founder-level handholding (no leverage) | 4 | 4 | 16 | Q3 OKR4 platform quality floor; document onboarding; recruit Eng #1 once customer #1 contract closes | Founder |
| R6 | CNDP / DGSSI compliance gap blocks a sale | 2 | 5 | 10 | Build compliance posture early; mTLS + path-prefix ACL already in v0.2 of Morocco UNS Standard | Founder |
| R7 | Claude API pricing change kills unit economics | 2 | 4 | 8 | Track $/customer-month; have a fallback model (Mistral, local LLM) sketched | Founder |
| R8 | Key competitor (4Sight Holdings, integrator partner) enters Morocco | 3 | 4 | 12 | Lock in 2 named industrial customers before 4Sight notices Morocco; lean on Made-in-Morocco framing | Founder |
| R9 | Academic publication delay (Paper 1 not out) hurts credibility | 3 | 2 | 6 | Co-author with Dr Driss HARRIZI / Ahmed Ratnani to add academic discipline | Founder |
| R10 | Hardware (ESP32) supply / customs lag in Morocco | 3 | 3 | 9 | Stock 2× kits per pilot; pre-source from local distributor; document non-ESP32 fallback | Founder |
| R11 | OneDrive vault corruption / single point of knowledge | 2 | 5 | 10 | Git-back the vault, weekly push, fork to GitHub private | Founder |
Red risks today: R1 is the dominant risk — zero paying customers means every other plan (R5 leverage for #2, investor gating, hiring trigger) is downstream of landing #1. R5 is real but only activates after R1 closes. Current Q3 OKR1 (Hallotex-anchored) in Q3-2026-strategy needs rewriting to “land first paying pilot.”
7. OKRs (L3 — Execution Strategy)
Set quarterly, reviewed monthly, scored at quarter-end (0.0–1.0 per KR; ≥ 0.7 = win).
Current quarter OKRs live in Q3-2026-strategy — but that doc was written on the Hallotex-pilot assumption and needs rewriting. Replacement OKR set proposed for Q3:
- OKR 1 (new) — Land first paying pilot. KRs: ≥ 10 qualified Stage-1 prospects, ≥ 3 Diagnostic Packs delivered (paid or free-strategic), ≥ 1 signed pilot contract by 30 Sept.
- OKR 2 — Aeronautics sector pack + 1 qualified prospect (unchanged)
- OKR 3 — Automotive sector pack + 1 qualified prospect (unchanged)
- OKR 4 — Platform quality floor (60 % test coverage, 3 e2e flows, zero P1) (unchanged)
Q4-2026 candidates (set 2026-09-25):
- OKR — Customer #2 onboarded (aero or auto)
- OKR — Eng #1 hired or contracted
- OKR — Paper #1 submitted to a journal
- OKR — Funding application submitted to Tamwilcom / MITC
OKRs must be: outcome (not output), measurable, dated, and ≤ 4 per quarter.
8. Wave Cadence (how work actually happens)
The atomic unit of execution is the Wave — a 1–3 week scope of work that ships an observable customer-facing change.
WAVE LIFECYCLE
═════════════════════════════════════════════════════
PLAN (½ day)
↓ write a Wave doc — scope, acceptance criteria, exit conditions
EXECUTE (1–3 weeks)
↓ ship code + docs + demo
ACCEPT (½ day)
↓ run wave-completion-check skill; tag in git
REVIEW (½ day)
↓ /retro — what worked, what didn't, what to do differently
Rules:
- One wave active at a time. No parallel waves.
- A wave is only “done” when the wave-completion-check skill says it is.
- Every wave maps to exactly one OKR Key Result.
- Past waves are immutable. New work = new wave, not amendment.
Wave inventory (as of 2026-05-21): A → G complete on the NOTQIN onboarding demo flow. Provisioner now supports 5 sectors with steel/cement/textile/aeronautics/agrifood. See project_notqin_onboarding_demo memory for full state.
9. Operating Rituals (Cadence)
The minimum heartbeat that keeps the OS alive. Skip a ritual = update the OS.
Daily (15 min — morning)
- Open Q3-2026-strategy → read current OKRs
- Open the active wave doc → confirm today’s next task
- Triage inbox (LinkedIn + email) for customer signals only
Weekly — Monday review (45 min)
- Open this OS, scroll to Risk Register — anything change?
- Score active wave: on-track / at-risk / blocked
- Update OKR scoring (each KR gets a 0.0–1.0 estimate)
- Pick the next ≤ 3 sales actions for the week (NOTQIN Customer Engagement Playbook)
- Write a 5-line weekly note in
00_Home/Reviews/Week-YYYY-MM-DD.md
Monthly — first business day (90 min)
- Refresh the Risk Register (re-score, add new, retire mitigated)
- Refresh the BMC — anything fundamentally changed? Most months: no.
- Update the NOTQIN Ecosystem Map module status column
- Refresh stakeholder register — any new contact intel?
- Look at the Founder Roadmap → still on horizon?
Quarterly — kickoff (½ day)
- Score last quarter’s OKRs honestly (0.0–1.0). Below 0.6 = post-mortem.
- Draft next-quarter OKRs (≤ 4) in
04_Strategy/Q<n>-<year>-strategy.md - Refresh the Charter — vision, scope, success criteria still right?
- Refresh Document Map at top of this OS
- Run a
/retrofor the closing quarter
Annual — December (1 day)
- Re-read the Founder Roadmap → trim, extend, kill
- Refresh the BMC end-to-end
- Update the 18-month assumptions list — are any broken?
- Decide go / no-go on hiring, fundraising, geography expansion
10. KPIs & Dashboards
Track ≤ 10 numbers. More than that = nobody looks.
| KPI | Target | Source | Cadence |
|---|---|---|---|
| Active paying customers | ≥ 3 by 2027 | CRM / contracts folder | Monthly |
| ARR | ≥ MAD 1.5 M by 2027 | Invoices | Monthly |
| Pipeline (qualified prospects in Stage 2+) | ≥ 5 rolling | NOTQIN Customer Engagement Playbook | Weekly |
| Active wave on-track ratio | ≥ 80 % | Wave docs | Weekly |
| P1 incidents > 30 min | 0 | Ops log | Weekly |
| Test coverage critical paths | ≥ 60 % | CI | Monthly |
| Papers submitted | 1 by 2027 | Research repo | Quarterly |
| Customer NPS / pilot satisfaction | ≥ 8/10 | Pilot review form | Per pilot |
| Founder weekly hours on NOTQIN | ≥ 25 (non-exam), ≥ 8 (exam) | Self-log | Weekly |
| Cash runway months | ≥ 6 (post-revenue) | Finance sheet | Monthly |
When a dashboard is built, it lives at 00_Home/NOTQIN KPI Dashboard.md (TODO).
11. Decision Log
Where strategic decisions are recorded with date + rationale so future-you knows why, not just what.
| Date | Decision | Reason | Reversible? |
|---|---|---|---|
| 2026-04-24 | Sector-pack architecture (vs single textile vertical) | Generalise to industrial intelligence layer rather than textile-only product | Hard to reverse |
| 2026-05-13 | Trust Ladder R1→R4 pilot model | De-risk customer onboarding, separate audit from full sale | Easy |
| 2026-05-21 | Adopt this PM OS as canonical operating manual | Existing strategy files are deep but unstructured; founder needs single anchor | Easy |
| 2026-05-21 | Reclassify Hallotex as synthetic dev placeholder, not active pilot | Product was built using a placeholder customer; founder confirmed no signed contract exists. Affects mission, risk register (R1 escalated to red 25/25), Q3 OKR1, investor gating | Hard — corrects historical record |
Append new decisions here. Never delete past entries — strike them through if reversed.
12. Glossary (Moroccan-context terms only)
- CBAM — EU Carbon Border Adjustment Mechanism; reporting in force since Jan 2026, financial from 2027
- CNDP — Commission Nationale de Contrôle de la Protection des Données à Caractère Personnel (Moroccan GDPR-equivalent)
- DGSSI — Direction Générale de la Sécurité des Systèmes d’Information (Moroccan cyber authority)
- FIMME — Fédération des Industries Métallurgiques, Mécaniques et Électromécaniques (≈ 1 600 firms)
- GIMAS — Groupement des Industries Marocaines Aéronautiques et Spatiales (≈ 138 firms)
- AMICA — Association Marocaine pour l’Industrie et le Commerce de l’Automobile
- ONEE — Office National de l’Électricité et de l’Eau Potable
- Trust Ladder — Pilot rung model (R1 audit → R2 paid pilot → R3 annual SLA → R4 multi-site) — see NOTQIN Customer Engagement Playbook
- Wave — atomic execution unit (see §8)
- OKR — Objective + Key Results (see §7)
Next steps after first read
- Block 45 min next Monday for the Weekly ritual (§9) and run it from this doc.
- Confirm Q3 OKRs in Q3-2026-strategy are still right; if yes, lock them.
- Schedule a 90-min monthly review on the 1st of June.
- Decide whether the Go-to-Market OS (pitch system) is built next, or after the first weekly cycle runs.