Stabilisation and Diagnosis

We take ownership of an underperforming programme and quickly establish what is actually happening — across the plan, the governance, the stakeholder relationships and the delivery team. For example:

– Independent assessment of programme status and root causes

– Gap analysis between client expectations and delivery reality

– Review of governance structure, decision rights and escalation paths

– Identification of immediate actions to stop further deterioration

These steps are all made to create an honest situation awareness of what is currently stopping the program to be successful. Usually there are a lot of opinions about what is preventing the program from succeeding, but never a clear coherent picture of what is actually happening. And again, it's not about placing blame - its about uncovering what is currently stopping progression. 

Recovery Leadership

We take the programme lead role and drive the recovery end-to-end — rebuilding the plan, resetting the governance and managing the stakeholder dynamics that are often as challenging as the technical ones.

– Reset of programme plan, milestones and financial forecast

– Rebuilding of steering committee confidence and reporting cadence

– Vendor and SI relationship management during recovery

– Change of delivery model where required

Rebuilding the trust in a programme is never an easy task, it takes honesty and integrity to face what has happened and what to do about it. Senior sponsorship is also crucial, to recover a program without the senior leadership's buy-in will never be successful. Programme recovery usually leads to changes and without the mandate it will only end up being soft recommendations that do not produce the needed outcomes. 

Transition to Stable Delivery

Recovery is not the end state. We ensure that the programme exits recovery with sustainable governance, a credible plan and a delivery organisation that can maintain momentum without ongoing external support.

Examples:

– Handover to permanent programme leadership

– Establishment of early warning indicators and governance hygiene

– Documentation of lessons learned and process improvements

– Coaching of internal programme and project managers

While the actual recovery phase can sometimes be painful and turbulent, it's never the end state. The end state is to return to a stable delivery phase with aligned stakeholders.