Bringing projects back under control.

In industry, projects rarely fail for want of method. They fail because nobody knows the real status, decisions come too late, and responsibility blurs between the department, purchasing, engineering and the supplier. So we start with the status — what is actually finished, what the remaining effort costs, which deadlines still hold — and build the steering structure on top of it: governance with clear decision paths, Q-gates with binding release criteria, and an escalation logic with a threshold, an addressee and a deadline.

Reporting stays limited to a few dependable metrics that the board, the advisory board and financing partners can read without rework. Risk and change management are a management instrument here, not documentation: every change is costed against schedule, budget and capacity before it is released. We take on the project, programme or PMO lead for as long as the mandate requires, and hand over afterwards to trained project managers and a reporting system that runs.

Typical mandates

• A major project off course

  A plant or equipment investment is running outside its schedule and budget. We take over the project management or the PMO, establish the real status, re-prioritise and bring the initiative back into a plan that holds.

• A project portfolio without steering

  Too many projects, too little capacity, no shared view. We build a portfolio picture with priorities, resource demand and contribution to the result — and stop what carries none.

• Reporting that says nothing

  Status reports show green until the deadline falls. We define measurable progress criteria, Q-gates and an escalation logic that surfaces deviations while correcting course is still possible.