• Delivery Assurance
An independent diagnostic to determine whether a struggling program can be recovered as planned — and what intervention will actually restore delivery confidence.
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Use this diagnostic when a program is in slippage, recovery efforts are not stabilized the trajectory, and the next decision needs an independent, evidence-based view.
The same dates keep moving and the slippage pattern is no longer attributable to isolated events.
A recovery plan exists but stakeholders are increasingly unsure it will work.
Visible delivery progress no longer reassures the executive sponsor that the program is on a recoverable path.
What used to be exceptional issues are now appearing in steady-state reporting cycle after cycle.
Critical roles are being lost faster than the program can absorb the change.
A new commitment is being asked for before the previous one has stabilised.
Not sure if recovery is still possible? If internal recovery efforts have not stabilised the trajectory — this diagnostic is the right next step.
This diagnostic determines whether the program is genuinely recoverable as planned — and whether the current recovery approach is credible enough to defend to stakeholders.
This diagnostic is typically commissioned by leaders who carry sponsorship, fiduciary, or oversight accountability for a program that is no longer self-correcting.
Three examples of how a Project Recovery Diagnostic determined whether a struggling programme should be recovered, replanned, or replaced — before further investment was committed.
A multi-vendor program had missed two release windows and a third was at risk; sponsor confidence was at its lowest point.
Confirmed recovery was achievable but only under a re-baselined sequencing model with one vendor scope reassigned — restoring credibility within eight weeks.
A two-year transformation had repeatedly missed milestones and the question was no longer how to fix it but whether to keep going.
Supported a structured replan with reduced scope, avoiding a replacement program that would have added 18 months and significant cost.
A reported recovery plan looked credible on paper but operational teams quietly believed it was undeliverable.
Surfaced the gap between formal plan and operational reality, allowing leadership to commission a defensible re-plan before the discrepancy reached the board.
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We review your context and recommend the right engagement — covering scope, timing, and depth of diagnostic required. No obligation to proceed.
Findings shared only with the commissioning executive.
No vendor ties. Evidence-based, free from internal bias.
Briefing is complimentary. Scope agreed before any commitment.
