Program timeline · status 16 Oct 2026Read the full story →
Harborline
Aug 2025
Cancelled
Gate 0
Feb 2026
Go
Stage 1
Business case
Gate 1
Apr 2026
Recycled
Gate 1
Jun 2026
Go w/ conditions
Stage 2
Development
You are here
Gate 2
Apr 2027
Gate 3
Oct 2027
Gate 4
Feb 2028
Launch
Mar 2028
Gate 5
Sep 2028
Lighthouse Financial Services Company — The work breakdown structure for Beacon Index Advantage, derived from the 90-person roster and split by authorization state. Status as at 16 October 2026.
36%
Of program hours baselined
53,184
Hours baselined (Stages 1–2)
93,256
Hours in unfunded stages
25
Work packages
The filled portion is what can be baselined. The remainder is planned, not authorized.
Contents
1. Why This WBS Stops Where It Does
A resource-loaded WBS normally covers the whole program: every package decomposed, every activity staffed, every hour costed through to the end. This one deliberately does not.
Stages 3 and 4 are not funded. Decomposing them to activity level and publishing a resource
load would present a staffing commitment against $11,780,000
the Board has not released and may decline to release. It is the same objection that keeps a
full-program earned value baseline off the Dashboard
(Decision D-10) — a plan against unapproved money is a forecast wearing a baseline's
clothing.
| Stages | State | Treatment in this WBS |
|---|---|---|
| 1 & 2 | Funded | Baselined — decomposed to work-package level, resource-loaded from the roster, costed. |
| 3 & 4 | Not released | Planning envelope — work packages named so the shape of the work is visible, stage-level hours shown as an intention, not loaded and not baselined. |
Only 36% of the program's hours can be baselined at all. That is not a gap
in the planning — it is an accurate statement of how much of this program has been
authorized. A WBS showing 100% loaded would be the less honest document, and the harder one to
defend at a gate.
2. The Structure
| Stage | WBS | Work package | Hours | Cost | Assigned resources (hours) |
|---|---|---|---|---|---|
| 1 | Stage 1 — Business Case & Feasibility | 15,701 | $2,215,829 | Closed | |
| 1.1 | Concept definition & product structure | 2,198 | $310,196 | PROD 1,493 · PMO 503 · ACT-P 115 · DIST 45 · MKTG 42 | |
| 1.2 | Preliminary pricing & capital assessment | 4,082 | $576,079 | ACT-P 1,693 · PMO 1,246 · FIN 595 · INV 548 | |
| 1.3 | Regulatory route assessment | 2,041 | $288,039 | LEGAL 846 · PROD 451 · PMO 380 · REG 364 | |
| 1.4 | Platform & illustration feasibility | 2,669 | $376,667 | IT-PLT 1,634 · IT-ILL 418 · OPS 275 · DATA 259 · PMO 83 | |
| 1.5 | Distribution appetite assessment | 1,570 | $221,569 | PROD 518 · PMO 436 · DIST 394 · MKTG 222 | |
| 1.6 | Gate 1 package preparation | 1,884 | $265,883 | PMO 1,192 · PROD 237 · BOARD 189 · LEGAL 147 · ACT-P 45 · REG 38 · DIST 36 | |
| 1.7 | Gate 1 recycle remediation | 1,257 | $177,396 | PMO 757 · ACT-P 228 · BOARD 121 · DIST 91 · FIN 60 | |
| 2 | Stage 2 — Development | 37,483 | $4,691,986 | In progress | |
| 2.1 | Product specification & contract forms | 5,997 | $750,683 | PROD 3,160 · DIST 738 · REG 664 · LEGAL 589 · PMO 582 · MKTG 264 | |
| 2.2 | Pricing basis & external peer review | 5,248 | $656,926 | ACT-P 3,681 · ACT-V 642 · PMO 562 · FIN 363 | |
| 2.3 | Platform configuration — Cordelane WP-1 | 8,996 | $1,126,087 | IT-PLT 6,288 · OPS 1,403 · DATA 1,027 · PMO 278 | |
| 2.4 | Illustration engine build — Brightpath | 5,622 | $703,742 | IT-ILL 3,724 · IT-PLT 630 · PROD 367 · ACT-P 367 · DATA 309 · PMO 168 · LEGAL 57 | |
| 2.5 | Hedging design & ISDA onboarding | 4,123 | $516,102 | INV 1,291 · PMO 1,197 · FIN 773 · ACT-V 457 · LEGAL 405 | |
| 2.6 | Reinsurance structuring — Halverson Re | 2,249 | $281,522 | ACT-V 891 · PMO 586 · LEGAL 395 · FIN 377 | |
| 2.7 | Filing preparation | 3,373 | $422,220 | REG 1,867 · PROD 593 · PMO 544 · LEGAL 369 | |
| 2.8 | Gate 2 package preparation | 1,875 | $234,706 | PMO 680 · BOARD 310 · DIST 287 · OPS 284 · ACT-P 125 · PROD 123 · REG 66 | |
| 3 | Stage 3 — Testing & Validation | 46,810 env. | $5,644,649 env. | Not released | |
| 3.1 | Master test execution | — | — | Not loaded — stage unfunded | |
| 3.2 | Regulatory filing & response management | — | — | Not loaded — stage unfunded | |
| 3.3 | Illustration validation | — | — | Not loaded — stage unfunded | |
| 3.4 | Operations process build | — | — | Not loaded — stage unfunded | |
| 3.5 | Gate 3 package preparation | — | — | Not loaded — stage unfunded | |
| 4 | Stage 4 — Launch Readiness | 46,446 env. | $5,427,536 env. | Not released | |
| 4.1 | Distribution enablement & advisor training | — | — | Not loaded — stage unfunded | |
| 4.2 | Operations readiness & cutover | — | — | Not loaded — stage unfunded | |
| 4.3 | Hedging go-live & shadow book | — | — | Not loaded — stage unfunded | |
| 4.4 | Launch readiness verification | — | — | Not loaded — stage unfunded | |
| 4.5 | Gate 4 package preparation | — | — | Not loaded — stage unfunded | |
env. marks a planning envelope figure — the roster's intention for that stage, not an authorized baseline. Work packages inside those stages carry no hours because allocating them would imply a commitment that does not exist.
WBS 1.7 is the recycle. The Gate 1 remediation loop is a work package in its own right,
carrying its own hours and its own cost, rather than being absorbed silently into 1.6. A WBS that
hid the loop inside package preparation would make the program look like it went from concept to
Gate 1 in a straight line.
3. Work Package × Team Allocation
This is the loading itself. Every column sums to its work package's hours; every row sums to that team's hours in the stage. Both margins are fixed independently — package hours come from the WBS split, team hours from the roster — so the matrix is solved rather than typed, and the generator refuses to write if either margin fails to tie.
Stage 1 — closed
| Team | 1.1 | 1.2 | 1.3 | 1.4 | 1.5 | 1.6 | 1.7 | Total |
|---|---|---|---|---|---|---|---|---|
| Product Development PMO (PMO) | 503 | 1,246 | 380 | 83 | 436 | 1,192 | 757 | 4,597 |
| Product Management & Design (PROD) | 1,493 | — | 451 | — | 518 | 237 | — | 2,699 |
| Actuarial - Pricing & Product Development (ACT-P) | 115 | 1,693 | — | — | — | 45 | 228 | 2,081 |
| IT - Annuity Administration Platform (IT-PLT) | — | — | — | 1,634 | — | — | — | 1,634 |
| Legal & Compliance (LEGAL) | — | — | 846 | — | — | 147 | — | 993 |
| Finance & Treasury (FIN) | — | 595 | — | — | — | — | 60 | 655 |
| Distribution & Wholesaling (DIST) | 45 | — | — | — | 394 | 36 | 91 | 566 |
| Investments - ALM & Hedging (INV) | — | 548 | — | — | — | — | — | 548 |
| IT - Illustration & Quoting (IT-ILL) | — | — | — | 418 | — | — | — | 418 |
| Regulatory Filing & Contract Forms (REG) | — | — | 364 | — | — | 38 | — | 402 |
| Gate Review Board (oversight only) (BOARD) | — | — | — | — | — | 189 | 121 | 310 |
| Operations - New Business & Policyholder Services (OPS) | — | — | — | 275 | — | — | — | 275 |
| Marketing & Advisor Enablement (MKTG) | 42 | — | — | — | 222 | — | — | 264 |
| Data, Reporting & Analytics (DATA) | — | — | — | 259 | — | — | — | 259 |
| Work package total | 2,198 | 4,082 | 2,041 | 2,669 | 1,570 | 1,884 | 1,257 | 15,701 |
Stage 2 — in progress
| Team | 2.1 | 2.2 | 2.3 | 2.4 | 2.5 | 2.6 | 2.7 | 2.8 | Total |
|---|---|---|---|---|---|---|---|---|---|
| IT - Annuity Administration Platform (IT-PLT) | — | — | 6,288 | 630 | — | — | — | — | 6,918 |
| Product Development PMO (PMO) | 582 | 562 | 278 | 168 | 1,197 | 586 | 544 | 680 | 4,597 |
| Product Management & Design (PROD) | 3,160 | — | — | 367 | — | — | 593 | 123 | 4,243 |
| Actuarial - Pricing & Product Development (ACT-P) | — | 3,681 | — | 367 | — | — | — | 125 | 4,173 |
| IT - Illustration & Quoting (IT-ILL) | — | — | — | 3,724 | — | — | — | — | 3,724 |
| Regulatory Filing & Contract Forms (REG) | 664 | — | — | — | — | — | 1,867 | 66 | 2,597 |
| Actuarial - Valuation & Financial Reporting (ACT-V) | — | 642 | — | — | 457 | 891 | — | — | 1,990 |
| Legal & Compliance (LEGAL) | 589 | — | — | 57 | 405 | 395 | 369 | — | 1,815 |
| Operations - New Business & Policyholder Services (OPS) | — | — | 1,403 | — | — | — | — | 284 | 1,687 |
| Finance & Treasury (FIN) | — | 363 | — | — | 773 | 377 | — | — | 1,513 |
| Data, Reporting & Analytics (DATA) | — | — | 1,027 | 309 | — | — | — | — | 1,336 |
| Investments - ALM & Hedging (INV) | — | — | — | — | 1,291 | — | — | — | 1,291 |
| Distribution & Wholesaling (DIST) | 738 | — | — | — | — | — | — | 287 | 1,025 |
| Gate Review Board (oversight only) (BOARD) | — | — | — | — | — | — | — | 310 | 310 |
| Marketing & Advisor Enablement (MKTG) | 264 | — | — | — | — | — | — | — | 264 |
| Work package total | 5,997 | 5,248 | 8,996 | 5,622 | 4,123 | 2,249 | 3,373 | 1,875 | 37,483 |
There is no Stage 3 or Stage 4 matrix, and that is the point of §1. Those stages have
hours in the roster's planning envelope but no released funding, so allocating named teams to named
work packages would publish a staffing commitment against money the Board has not approved.
4. What the Loading Shows
- The program's effort peak sits entirely inside the unfunded stages. Stages 3 and 4 carry 93,256 hours against 53,184 in Stages 1 and 2 — roughly two thirds of the work is planned beyond the funded horizon. That is normal for stage-gate and worth stating plainly, because it means the largest resourcing commitment the carrier will make has not yet been made.
- Stage 1 is the smallest stage and produced the largest governance event. 15,701 hours — 11% of the program — and it is where the recycle happened. Cheap stages are where gates earn their cost.
- Assumption A-08 is the exposure this table makes visible. Stage 3 and 4 loading assumes the same actuarial and IT people are available in 2027, and the program holds no claim on any of them. The hours are real planning; the availability is an assumption.
5. Reconciliation
| Check | This WBS | Source | Status |
|---|---|---|---|
| Total hours | 146,440 | 146,440 | Ties |
| Total labor cost | $17,980,000 | $17,980,000 | Ties |
| Stage 1 work packages | 15,701 | 15,701 | Ties |
| Stage 2 work packages | 37,483 | 37,483 | Ties |
The generator refuses to write any of the three files if these fail. Hours and cost are
derived from lighthouse-roster.csv, the same source the
Resource Plan and Org Chart read, so
the four documents cannot disagree about who is on the program or for how long.
6. Files
| File | Contents |
|---|---|
| program-wbs.xlsx | The full structure, stage summary and per-team loading, with the reconciliation as live formulas. |
| program-wbs.xml | MS Project XML — tasks with WBS codes and outline levels, calendar, the 15 teams as resources, and assignments for the baselined stages only. Stages 3 and 4 import as unstaffed summary tasks, which is the correct representation of unfunded work. |
Maintained by C. Tyrrell, NPD Program Manager and Chair of the Gate Review Board, with K. Iyer, PMO Lead. Related: Resource Plan · Program Budget · Program Dashboard · Methodology Guide §5.