2026-03-18 · 7 min
Recurring patterns dominate: a business case that was never converted into measurable outcomes, scope that expanded without re-baselining, architecture decisions deferred until they became constraints, and governance that reported progress rather than resolving issues.
Early indicators are consistent. Steering committees spend more time on status than decisions. Dependencies are described qualitatively. Vendor performance is discussed commercially rather than operationally. Risk registers grow without closing.
Recovery is possible, but it requires an honest reset: diagnose, stabilize, replan against what is actually achievable, and rebuild governance with real decision authority before attempting to accelerate.
Intervening early is significantly cheaper than recovering late — and independent challenge is usually what makes early intervention politically possible.
Insights