Parts 2 and 3 use live figures. The new sale in Part 2 is illustrative and priced from the standard catalog. Part 3 and Part 4 are drawn from current contracts and the allocations recorded in Beaker.

Each catalog service already carries a task list, a role, a duration and a cost rate. A package is one catalog line, divided by role, priced in units. Packages fall into three tiers according to how often they occur.

Sizing. At a 360 unit quarter a designer completes about sixteen accelerated course packages and holds roughly eleven open at a time, between one and two new claims a week. Packages below about five units make the board behave as a task list; packages above about forty are difficult to reassign mid-course. Figures shown are for Accelerated scoping; Standard scoping is higher, at 37.38 units for Active ID and 8.11 for Lead ID.

Sales copies the Product Catalog master, selects the services and sets quantities. This step is unchanged by the proposal.

Conversion applies the rate table in 1.1 to the role hours recorded on each catalog detail tab. No estimate or judgement is introduced at this step.

Media is issued as a bundle rather than per artifact, since the catalog sells it by quantity and individual items fall below the sizing threshold in 1.3. The 9.03 units of contingency are retained at project level. A lead designer taking the program setup package and all five course reviews would carry 44.00 units from this sale, or roughly an eighth of a quarterly band.

Source. Beaker allocations as at 21 August 2026. Staff allocations convert at hours times the role factor; contracted allocations carry a flat fee, which converts at the fee divided by 65. This follows Beaker's own cost model. Four allocations carrying zero hours are excluded as placeholders. Total booked stands against a programme budget of 490.00 units.

Seven allocations become nine packages. The project schedule, the client-facing dates and the ClickUp task structure are unaffected.

Reading. All three routes deliver the same course inside the 30.00 unit budget. The contracted route is the cheapest at 19.38 units, 20 per cent below the staff equivalent: $1,000 against 28 staff hours, which cost $1,260 at the Active ID rate. Because staff time and contracted fees both resolve to units, the three are directly comparable, which they are not on the face of the allocations, where one reads as 28 hours and another as a flat fee.

Where the booked hours and the catalog hours disagree, the catalog sets the package value and the difference is recorded as a scoping variance. Part 3.4 shows the comparison on MDC: three routes to the same course, at 26.09, 23.32 and 19.38 units against a 30.00 unit budget.

The conversion itself is mechanical once these are settled. It requires no re-scoping, no client conversation, and no change to any project schedule.

Project schedules, client-facing dates, the ClickUp task structure and time entry all continue unchanged. Hours remain a measure of effort, and hourly staff continue to be paid for every hour worked. 26 September falls on a Saturday, hence the Friday freeze and Monday start.

Counting rule. Units count toward the quarter in which the work falls. A booking that straddles the cutover contributes only the share of its outstanding work dated 1 October or later, so September is not counted twice. The figures above are projected from hours remaining at 28 August and are recalculated at cutover once September actuals are known. Two sources close the 1,264 unit gap: the 810 units sitting unassigned in the Beaker queue, and roughly 440 units of Q4 design work currently held by contractors. Capacity is taken from Beaker and is the first item on the 5.1 sequence to confirm.