TAP TAP GO
Name the inputs
Separate observed facts, management targets and modelling choices. Record the source or reasoning for each important input, the date selected and the person responsible. Avoid presenting a planning assumption with the visual confidence of a historical result. Use units consistently and say whether a number refers to a customer, transaction, territory or time period. Ambiguity here can make a tidy table misleading.
Review the sensitive choices
Identify which assumptions most affect the result and present a limited set of alternative cases. These are illustrations, not predictions. Explain what would need to happen for each case to become plausible. Keep the assumptions beside the output rather than burying them in an unrelated appendix. If an input remains unconfirmed, mark it as such and state what information would resolve it before a decision is made.
Put the guide to work
Give each important input an identifier that can be referenced in the model and the presentation. When an assumption changes, the owner can find the affected outputs quickly. A concise sensitivity discussion is easier to maintain when the team knows exactly which input produced the visible difference.
Hypothetical example
A hypothetical rollout table uses the same monthly sales rate for every territory. The assumption ledger exposes that choice. The team then separates launch timing from selling capacity and explains that the table is a planning scenario rather than proof of market demand.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
