Conceptual Model - Anthony Veltri

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Anthony Veltri

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Architecture & Interfaces

15

Doctrine 01: Federation vs Integration in Mission Networks
Doctrine 03: Interfaces Are Where Systems Break, So They Require Stewards, Contracts, and Ownership
Doctrine 04: Useful Interoperability Is the Goal, Not Perfect Interoperability
Doctrine 05: Innovation Must Live at the Edge, Not in the Center
Doctrine 06: A Two-Lane System Protects Stability and Enables Evolution
Doctrine 14: Technical Debt Is a Leadership Signal, Not a Coding Failure
Doctrine 15: Architecture Must Accelerate Teams, Not Bottleneck Them
Doctrine 17: Architects Translate Strategy Into Engineering and Engineering Into Strategy
Doctrine 20: Golden Datasets: Putting Truth In One Place Without Pretending Everything Is Perfect
Doctrine 21: Zero Trust Is A Trust Model, Not A Card “Type”
Doctrine 23: Loop Closure as Load-Bearing System Infrastructure
ANNEX B. Data Contracts
ANNEX C. Interface Ownership Model
ANNEX H. Architecture Doctrine
Annex L: The Rosetta Stone for Data Teams: Bridging the Gap Between Technicians and Executives

Decision Tempo & Governance

10

Doctrine 02: Distributed Decisions Increase Alignment, Speed, and Resilience
Doctrine 07: Clear Intent Matters More Than Perfect Data
Doctrine 08: Clear Intent Compresses Ambiguity, Reduces Conflict, and Accelerates Action
Doctrine 09: Decision Drag Is the Enemy of Mission Tempo. Architecture Is the Remedy
Doctrine 10: Degraded Operations Are the Normal Mode, Not the Exception
Doctrine 11: Preventive Action and Contingent Action Must Both Be Designed Intentionally
Doctrine 22: When “It Depends” Is the Right Answer: How to Think in Probabilities Under Uncertainty
ANNEX D. Decision Altitudes Model
ANNEX E. Prevention–Contingency Matrix
ANNEX I. High Visibility Workflows

Portfolio & Alignment

4

Doctrine 16: Portfolio Thinking Ensures Effort Aligns With What Actually Matters
ANNEX F. Pattern Library
ANNEX J. System Evolution and Drift Management
ANNEX K. System and Workflow Profiles (Case Studies)

Leadership & Human Systems

6

Doctrine 24: Stewardship Places the Burden on the Steward, Not the Parties
Doctrine 18: Commitment Outperforms Compliance in High Trust, High Tempo Environments
Doctrine 19: Supervision, Management, and Leadership Are Three Different Jobs. Confusing Them Breaks Systems
Doctrine 23: Loop Closure as Load-Bearing System Infrastructure
ANNEX A. Human Contracts
ANNEX G. Leadership Doctrine

Resilience & Operations

3

Doctrine 24: Stewardship Places the Burden on the Steward, Not the Parties
Doctrine 12: Resilience Is an Emergent Property, Not a Feature
Doctrine 13: Problem Solving Requires Finding the Real Deviation and the Relevant Change

Doctrine Companions

7

Doctrine 03 Companion: The RS-CAT Framework: Converting Raw Recall into Teachable Principle
Doctrine 03 Companion: The Interface Void
Doctrine 11 Companion: Agency vs. Outcome
Doctrine 09 Companion: Artifacts Over Adjectives
Doctrine 03 Companion: Constraints: bidirectional translation: Compression vs Construction
Doctrine 10 Companion: Span of Control and Cross Training Are Load-Bearing Constraints
Doctrine 21 Companion: Claims, Roles, and Entitlements in Microsoft 365

Field Reports

1

Field Report: College Financing and the 5-Year Home Runway

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Conceptual Model

Annex L: The Rosetta Stone for Data Teams: Bridging the Gap Between Technicians and Executives
Doctrine 23: Loop Closure as Load-Bearing System Infrastructure

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Doctrine
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