The delivery of change and capital projects is often fraught with difficulty and complexity. On average a quarter of all major change programmes fail and around three quarters fail to deliver their projected benefits. When large, complex projects fail, they tend to fail spectacularly with significant consequences on shareholder value.

Projecting success have pulled together a dataset of nearly 10,000 datapoints that combines lessons learned and observations from a wide range of assurance reports, GAO/NAO reports and interventions. We utilise this information to provide evidence based insights and guidance, transforming assurance from something informed by the experience of an individual to being driven by evidence from hundreds of projects that have gone before, tailored to your specific circumstances.

Furthermore, our team have first hand experience of leading $billion projects and multi $billion portfolios. We understand that assurance can become a hurdle to be jumped rather than an opportunity to reflect, learn and adapt, so we work hard to build up personal relationships with the project team. We centre our approach around coaching and mentoring, rather than marking the project's homework. In our experience, its the only way that assurance observations and the associated lessons really secure traction.

Project Health checks, gateway reviews and risk reviews.
Independent review of benefits realisation, strategic alignment.
Approach to the management of complexity and whether the team understand where uncertainty and volatility can impact project outcomes.
Softer issues such as bias, team dynamics, culture.

Our team at Projecting Success Ltd have led portfolios of up to 60 projects, projects of >$1bn and managed change programmes extending across 6 organisations. We have first hand account of managing complexity and understand the challenges involved. We leverage this experience to provide insight and risk informed analysis. We offer a broad spectrum of assurance services, but our preference is to work collegiately and develop trust, whilst respecting the need to maintain boundaries to avoid ‘going native’. It’s a fine balance that we manage with utmost care.