Build
Delivered as an operation, not as a document.
Make it. Not a specification handed to someone else, but the working thing: systems, procedures, automation, and people trained to run it.
In short
What it covers
Systems and tooling
The tools the work will actually run on, chosen, configured and connected to each other.
Procedure
What happens, when it happens, and who is accountable, written so it can be followed by someone who was not there when it was decided.
Automation
The routine paths, run without a person. Where that is worth doing, and where it is not.
Supply and procurement
What the operation depends on, held so that no single supplier can stop the work.
The problem
Why the gap is not tooling.
The tools have usually been bought and the procedures have usually been written at least once. What has not been done is the work of making them one thing that runs, and that work is unrewarding enough to be deferred indefinitely.
So the firm builds rather than recommends. The distance between a recommendation and a working operation is where most of the value is lost, and it is the distance a client is paying us to cover.
The others
Design
What should exist, how it works, and in what order, settled before anything is committed.
Integrate
Put it into the organisation so it holds, and depends on no one person.
Communicate
The record and the telling, for work that has to be understood by people who were not there.
Next
The build ends in a handover.
Scope is set once the design is settled, and the handover is part of it.