Delivery stuck? Go-live at risk?
Experience shows 4 recurring patters
Decision latency & unclear ownership
When critical-path decisions don’t land, work stalls. Milestones slip, risk accumulates, and go-live turns into renegotiation.
Impact
>45% overran budget, >70% missed timeline
Scope volatility & rework
Teams ship – but in different directions. Priorities churn, rework climbs, and confidence in what will actually ship drops.
Impact
>52% sufferend scope creep
Quality escapes & late-cycle churn
In shared delivery operating model, testing, integrations, and dependencies don’t line up end-to-end. Defects escape, cycles repeat, and delivery breaks near the finish line.
Impact
>47% overran budget, >62% missed timeline
Vanity metrics instead of outcomes
Reporting tracks activity, not value. Burn continues without measurable progress – and leadership can’t steer until it’s too late.
Impact
>52% unsuccessful projects
Back on track – fast
Make progress visible. Make decisions stick.
Enforce ownership
Joint commitment requires clarity and understanding of priorities. At RWE (Utilities), I aligned executives, installed lean governance and personal ownership, and cut delivery delays by 30%.
Enforce scope
Joint scope execution requires transparency on expectations and delivery effort. At BMW (Automotive), I introduced OKRs, agile delivery KPIs, and standardized reporting – improving steering and reducing external contractor dependency, cutting spend by more than 17%.
Enforce quality
Shared delivery models work only with empowered owners and end-to-end accountability. At Novartis (Pharma/Life Science), I set up dependency-alignment routines, established an offshore quality proxy, and enforced single source of truth tooling – cutting delivery delays by 10%.
Enforce metrics
Successful delivery depends on a clear link between business value and operational outcomes. At Commerzbank (Finance), I introduced value metrics, implemented dashboards, and established burndown tracking – enabling teams to deliver the MVP scope despite an initial schedule delay.
“Align context and priorities early – then run short delivery cycles with strategy-to-execution metrics, prioritizing operational momentum over late-stage perfection.”
Track Record
20+ years of experience, 25+ engagements, 16+ clients
Hired-in project portfolio manager to a carve-out projects with 500+ heads
Hired-in project lead to a sales transformation projects with 100+ heads
Hired-in program lead to a large-scale SAP delivery engagements with 1400+ heads
Hired-in PMO to support shared delivery models with 250+ heads
See how proven patterns from comparable programs can get your delivery back on track – let’s talk now.