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              "title": "Put the conversation next to the model",
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              "title": "Recreate what you could have known",
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            {
              "title": "First decide what you are forecasting",
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              "title": "Errors do not necessarily cancel",
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            {
              "title": "A small change can spend the remaining headroom",
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              "title": "The population is allowed to change",
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              "title": "Put an investigation threshold next to the headroom",
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        {
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              "title": "A process for the largest consumers and the long tail",
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            {
              "title": "When the plans do not agree",
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              "title": "Review the decision, not only the prediction",
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            {
              "title": "Don't wait for the next review",
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    {
      "id": "little-s-law",
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      "definition": "In a stable system, the average number of items present equals their arrival rate times the average time each spends there, $L = \\lambda W$. It relates long-run averages, not percentiles or peaks.",
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              "title": "A bill we can follow",
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    {
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      "label": "Marginal cost",
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    {
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              "title": "Several dimensions of the same dollar",
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            {
              "title": "Enough information to have the next conversation",
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            {
              "title": "A bill we can follow",
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              "title": "When agreement does not arrive",
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              "title": "The evidence standard for emerging architectures",
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              "title": "Build a data-capacity decision record",
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        {
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              "title": "Sovereignty in this context",
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            {
              "title": "Segmentation costs utilization",
              "count": 2
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            {
              "title": "One register, not a private law firm",
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          "chapter_title": "The Monthly Capacity Review",
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    },
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      "id": "opportunity-cost",
      "label": "Opportunity cost",
      "definition": "The value of the best alternative displaced by a choice. An unpriced consequence is unknown, not necessarily zero.",
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    {
      "id": "prediction-interval",
      "label": "Prediction interval",
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    },
    {
      "id": "provisioned-throughput",
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      "definition": "Model-serving capacity held for a deployment and billed by the hour, busy or idle. The work it holds varies with the model and the prompt mix; quota permits it without holding it, and a reservation discounts it without guaranteeing it.",
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            {
              "title": "Sizing supply for the busy interval",
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    },
    {
      "id": "qualified-capacity",
      "label": "Qualified capacity",
      "definition": "Resources demonstrated to perform the intended work under the relevant conditions. Requested, purchased, delivered, and qualified are different states, each with its own date.",
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    {
      "id": "quota",
      "label": "Quota",
      "definition": "A limit on permitted resource allocation or consumption within a defined scope. Approved quota permits a deployment or reservation but holds no supply; the provider's rules determine what a particular quota means.",
      "defined_in": [
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              "title": "Make the promise understandable",
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            {
              "title": "Make the report end in an action",
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              "title": "Autoscaling asks for capacity",
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        },
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              "title": "Budgets and allowances",
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              "title": "Sizing supply for the busy interval",
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              "count": 2
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        {
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              "title": "Acquiring it",
              "count": 4
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              "title": "A discount and a resource are different things",
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            {
              "title": "One register, not a private law firm",
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      ],
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    },
    {
      "id": "reconciliation",
      "label": "Reconciliation",
      "definition": "Making related views add up under consistent boundaries. Agreement between totals does not demonstrate forecast accuracy or resolve different business intentions.",
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              "title": "Put an investigation threshold next to the headroom",
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    {
      "id": "request",
      "label": "Request",
      "definition": "A statement of what someone wants, which begins investigation or negotiation. Submitting it does not establish that the resources exist, that funding is approved, or that another customer will give up an allocation.",
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            {
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              "count": 6
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              "title": "How to read this chapter",
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              "title": "Make the promise understandable",
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              "title": "The nouns that change a meeting",
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            {
              "title": "When you are the one escalated on",
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        {
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              "title": "A portfolio small enough to follow",
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            {
              "title": "What the measurements let us say",
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            {
              "title": "Find a choice that can be ready",
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            {
              "title": "Come back after the launch",
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              "title": "Make the decision legible",
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              "title": "Begin with the work, not the machine",
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            {
              "title": "A record someone can challenge",
              "count": 8
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            {
              "title": "Test the arrivals you expect to receive",
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            {
              "title": "Use simple arithmetic where it is useful",
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              "title": "Sizing supply for the busy interval",
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            {
              "title": "Token capacity is a different kind of capacity",
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            {
              "title": "Aggregation: making a multi-model fleet governable",
              "count": 2
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            {
              "title": "Budgets and allowances",
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        {
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              "title": "The arithmetic a planner owns",
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              "title": "What must be measured",
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              "title": "How to read this chapter",
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            {
              "title": "Acquiring it",
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            {
              "title": "An experiment on shared hardware, before the fleet",
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        {
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              "title": "Kafka: retention is a promise to a future reader",
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              "title": "",
              "count": 2
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            {
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              "title": "First decide what you are forecasting",
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            {
              "title": "Read errors in the unit of the decision",
              "count": 4
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            {
              "title": "What the uncertainty changes",
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            {
              "title": "Put the conversation next to the model",
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        {
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            {
              "title": "A process for the largest consumers and the long tail",
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            {
              "title": "When the plans do not agree",
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        {
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          "sections": [
            {
              "title": "Tags, borrowed projects, and reasons to participate",
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            {
              "title": "Make early information worth sharing",
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            {
              "title": "Special projects are part of the job",
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          "chapter_title": "Reserve Capacity",
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            {
              "title": "Borrowed capacity changes the failure calculation",
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            {
              "title": "Available for what?",
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        {
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              "title": "Decide what changes when demand changes",
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            {
              "title": "A discount and a resource are different things",
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        {
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              "title": "A record for this month's choice",
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            {
              "title": "",
              "count": 3
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            {
              "title": "Prepare the decision before preparing the slides",
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              "title": "The question the curve answers",
              "count": 5
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    },
    {
      "id": "reservation",
      "label": "Reservation",
      "definition": "A commercial arrangement whose effect depends on its terms: a price discount, a hold on specified capacity, or both. Establish which benefit is included before relying on it. The name alone does not guarantee location, configuration, timing, or failure coverage. Inside an organization the word may instead mean an internal hold or a place in a planning queue; ask what is reserved, for whom, where, for which dates, and under what release rule.",
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              "title": "Make the promise understandable",
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              "title": "The nouns that change a meeting",
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              "title": "Summary of the chapter",
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              "title": "Sizing supply for the busy interval",
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              "title": "Installed, schedulable, usable",
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              "title": "A number worth carrying forward",
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              "title": "Preserve the conditions of the comparison",
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              "title": "Name the benefit that actually occurred",
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              "title": "What the uncertainty changes",
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          "count": 3
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              "title": "A discount and a resource are different things",
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              "title": "The commitments split by market",
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            {
              "title": "One register, not a private law firm",
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              "title": "What the number buys, and what it costs",
              "count": 3
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            {
              "title": "The obligations grow their own management",
              "count": 3
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            {
              "title": "Where I would start",
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          "count": 8
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      "occurrence_count": 136
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    {
      "id": "reserve",
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      "definition": "Capacity held for an identified purpose, with stated readiness, authority to use or release it, and review conditions. Shared reserve needs explicit assumptions about simultaneous calls on it.",
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              "title": "Summary of the chapter",
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              "title": "Before any theory: the four ways to buy tokens",
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            {
              "title": "Sizing supply for the busy interval",
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              "title": "Installed, schedulable, usable",
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            {
              "title": "The arithmetic a planner owns",
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            {
              "title": "The sizing process",
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              "title": "A number worth carrying forward",
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          "count": 4
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              "title": "What the uncertainty changes",
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          ],
          "count": 3
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            {
              "title": "",
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              "title": "How to read this chapter",
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            {
              "title": "Decide what would permit release",
              "count": 2
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          "count": 22
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              "title": "Carry the conditions into the review",
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            {
              "title": "A discount and a resource are different things",
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              "title": "What is available and what is announced",
              "count": 2
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            {
              "title": "The question the curve answers",
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          "count": 7
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    {
      "id": "rolling-origin-evaluation",
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              "title": "Several dimensions of the same dollar",
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              "title": "Workloads that mix models",
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            {
              "title": "What the weighted index is for",
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              "title": "When the answer has a sponsor",
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    {
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      "definition": "A commitment to spend a fixed amount per hour for one or three years in exchange for discounted rates on eligible usage. The commitment applies hour by hour; an unused hour expires but is still paid for, and the plan holds no capacity.",
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              "title": "A small change can spend the remaining headroom",
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              "title": "How to read this chapter",
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              "title": "The out-of-nowhere events: solar storms and meteors",
              "count": 2
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          ],
          "count": 10
        }
      ],
      "occurrence_count": 20
    },
    {
      "id": "shadow-price",
      "label": "Shadow price",
      "definition": "In a linear model, the local value of relaxing a constraint by one unit. An observed market price is not automatically that value.",
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      ],
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    },
    {
      "id": "sku",
      "label": "SKU",
      "definition": "Stock-keeping unit, borrowed from retail inventory: one sellable configuration of a service in a provider's catalog, with its size, features, and price. The name encodes the configuration — Microsoft's `Standard_D4s_v5` is a general-purpose family, four vCPUs, premium-storage capable, fifth version — and is worth reading before pricing or reserving. Commitments, quotas, shortages, and supply reservations are SKU-specific, and the choice among SKUs is an engineering decision with a price attached.",
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    },
    {
      "id": "showback-and-chargeback",
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      "definition": "Showback makes attributed cost visible to the groups responsible for it; chargeback assigns those costs to budgets or accounting structures. Both require an understandable basis, correction routes, and a recipient with an appropriate role.",
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    },
    {
      "id": "spillover",
      "label": "Spillover",
      "definition": "Sending requests that exceed provisioned capacity to shared pay-as-you-go capacity, billed at that rate. It supports reserving the steady base and buying the peak on a shared tier.",
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    },
    {
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      "label": "Take-or-pay",
      "definition": "A commitment charged for the committed quantity whether or not it is used. In Volume II, Chapter 20's illustration, $7 per unit committed against $10 bought as needed breaks even at 70 percent use.",
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      ],
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    },
    {
      "id": "systems-that-drive-consumption",
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      "definition": "The customers, product decisions, architecture, recovery requirements, migrations, and AI behavior that produce the consumption a bill and a capacity chart report. In this book they, rather than the bill or the server count, are the object of management.",
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    },
    {
      "id": "target",
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      "definition": "Something the organization intends to achieve. Capacity planning examines a target as a scenario; an ambitious sales target is not a prediction of realized demand.",
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              "title": "One problem, two dashboards",
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              "title": "The nouns that change a meeting",
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              "title": "Two or three beats ahead",
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        },
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        }
      ],
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    },
    {
      "id": "token-budget",
      "label": "Token budget",
      "definition": "An allowance of specified token categories over a stated period. Name what happens at the limit, because an alert, a cutoff, and an advisory budget make different promises. It is distinct from a dollar budget, an enforced rate limit, and measured serving throughput, and it does not convert into promised work.",
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    },
    {
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      "definition": "The relationship among AI workload design, consumption, supplied capacity, cost, and accepted work. Tokens are accounting and technical units, not a universal measure of business value.",
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      ],
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    },
    {
      "id": "unit-economics",
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              "title": "A number worth carrying forward",
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    },
    {
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      "label": "Usable supply",
      "definition": "Capacity qualified and available at the required place and time, after the constraints relevant to the decision are applied.",
      "defined_in": [
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