Define the work
Structured process inputs for stages, volumes, durations and staffing, with account, workspace and project foundations.
Process models for operational decisions
See what a
process change
is worth.
Make your assumptions explicit. Understand capacity, constraints and indicative cost before choosing what to change.
An existing product. Preparing for English/EU and B2B validation.
From assumptions to a decisionIllustrative model
01Intake48 units / day
02 · ConstraintReview24 units / day
03Complete40 units / day
The slowest stage sets the limit.24 units / day
What if review capacity changed?
| Assumption / result | Baseline | Alternative |
|---|---|---|
| Review capacity | 24 / day | 32 / day |
| Process capacity | 24 / day | 32 / day |
Explicit inputs.Comparable alternatives.Human decisions.
The question behind the model
An improvement should change
the constraint.
Not just move it.
A proposed process change needs more than agreement. When operational assumptions, resource costs and alternatives are evaluated separately, it is hard to see what the change will actually affect.
ProcessWorth brings them into a structured model so a team can discuss the decision against explicit inputs and comparable results.
How it works
Model. Calculate. Compare. Decide.
Keep the assumptions visible
at every step.
- 01
Describe the process
Define stages, volumes, durations and staffing. Make the assumptions behind your model explicit.
- 02
Calculate the implications
Explore capacity, throughput, backlog and bottlenecks alongside resource rates and indicative economics.
- 03
Compare alternatives
Use saved calculation runs and variants to examine what changes between a baseline and a proposed approach.
- 04
Make the decision
Review the assumptions and results. A person chooses the next action and verifies its effect in real work.
Product foundations
Operational and economic
questions, in one model.
Capabilities supported by
implementation evidence.
Understand the limit
Deterministic capacity, throughput, backlog and bottleneck calculations from explicit assumptions.
Examine the cost
Resource rates, cost versions and indicative process economics to support the operational discussion.
Keep the comparison
Saved calculation runs, variants and comparison logic for reviewing different process assumptions.
Current end-to-end production calculation and comparison acceptance, commercial validation and full English/EU readiness remain to be proved.
Who we want to work with
People facing a real
process decision.
Our current validation direction.
Operations leaders
Explore the capacity, constraint and cost assumptions behind a recurring operational decision.
Independent consultants
Bring a structured model and comparable alternatives into a process-improvement discussion.
Corporate design partners
Help test whether the model supports a real decision and earns continued use.
Where we are
Built foundations.
The next proof is real use.
An existing software product is the starting point. The next stage focuses on English/EU readiness, consultant workflows and bounded design-partner use.
The practical question: can someone other than the founder model a real process, use the output in a decision and return for another process?
Read the product background at ScrlSoftStart a conversation
Bring a process.
Let’s examine
the assumptions.
Discuss a process decision, consultant workflow or potential design-partner use with the founder.
Contact the founderSergey Balashov
Founder / CEO / Product Owner · ScrlSoft
scrllock@gmail.com+31 6 29256197Founder on LinkedInInterested in the investment case?
ScrlSoft is seeking financing for ProcessWorth’s next EU/B2B validation and commercialization cycle.
View the investment deck (PDF)