Overview
Large programmes accumulate risk quietly. Dependencies go untracked, a milestone slips by two weeks, and the reporting line keeps showing amber because nobody wants to be the one who turns it red.
We set up delivery structures that surface problems early enough to act on them: real dependency management, honest reporting, and governance forums that make decisions rather than receive updates.
Signs you need this
Status has been amber for two months and the end date has not moved.
Dependencies between workstreams are discovered when one of them breaks.
The steering committee reviews slides rather than deciding anything.
Scope has grown steadily and no one can point to when it was agreed.
What we deliver
Programme setup
Structure, workstreams, governance forums, and the operating rhythm, defined before delivery starts rather than after it wobbles.
Delivery governance
Forums with real decision rights, clear escalation, and terms of reference that mean something.
Dependency and risk management
Cross-workstream dependencies tracked actively, with risks that carry owners and mitigation rather than a register nobody reads.
Planning and estimation
Realistic sequencing with contingency that is explicit rather than hidden inside optimistic estimates.
Reporting and transparency
Status reporting built to surface bad news early, because late bad news is what kills programmes.
Recovery of troubled programmes
Independent assessment, root cause, and a replan when something has already gone wrong.
How this work runs.
Where it really stands
For a new programme, the shape of the work. For a troubled one, an honest read of status, risk, and root cause.
Governance and plan
Workstreams, forums, decision rights, milestones, and dependencies, agreed with the people accountable for them.
Get moving
Teams stood up, rhythm established, reporting running from the first week rather than the first steering committee.
Run the cadence
Active dependency and risk management, with issues escalated while they are still cheap to fix.
Land and hand over
Benefits tracked, lessons captured, and delivery capability left with your team.
What you are left with.
Documented and transferred, so your team owns it.
- Programme structure and governance model
- Integrated plan with dependencies mapped
- Risk and issue management framework
- Steering committee terms of reference
- Status reporting pack and cadence
- Estimation and contingency approach
- Benefits tracking against the business case
- Closure report and lessons learned