Steady the programme, then keep it steady
When a programme is slipping, the first job is to measure it. I inherit the plan, establish the real numbers in week one, reset expectations with the sponsor once, and run delivery on a rhythm the team can keep.
Recovery in four moves
- Measure Five numbers in week one: finished work, work remaining against time left, money against output, risks by age, and decisions waiting.
- Reset once One honest plan, tested before it is announced.
- Run the rhythm Weekly status, risk review and a steering cadence that makes decisions.
- Hand over The team keeps the tools and the habits.
Evidence
- A PMO operating model and governance rebuild for a telecom services provider: templates, status rhythm and PM coaching, with a 15 per cent cost reduction.
- When a vendor’s delivery slipped mid-rollout, I logged it as a formal risk, required a corrective action plan with checkpoints, and took the schedule and cost impact to steering. The result was an enforceable recovery commitment, not a new excuse.
The full story, on my personal site: PMO transformation case study ↗
Terms
30 to 90 days, then handover. Scoped to the programme.
NDA first, on request. I take a small number of clients at a time.