Draft for Tamir's review. Not published.
Check the evidence behind the status report
Status reports describe progress against the plan. Ask instead what runs, in which environment, and who uses it. Count a feature as done only when it has passed acceptance tests.
Look at the trend. A program that slips a little every month often has a cause the plan doesn't show, such as unclear requirements, a hard integration or a changed team.
Choosing between the four options
Continue if the remaining work is understood and the trend is improving. Change scope if a smaller release still gives the business what it needs. Pause if a decision outside the program blocks it. Stop if the reason for the program no longer holds.
A clear reason to stop is a useful result. It frees the budget and the people for work that still matters.
Who owns what
I give the go or no-go opinion in writing, with the reasoning behind it. Your team and vendors own delivery, and your team makes the call.
Asking me is free. You get my initial view and the question I think matters most. A full review runs under a short agreement, and the first one includes a no-value, no-fee clause.
What to check before you decide
- List what has passed acceptance tests, separately from what is reported as done.
- Compare planned and actual progress over recent months, and ask what caused each slip.
- Ask each vendor in writing what they need from you to finish, and by when.
- Check whether the business case behind the program still holds today.
- Define a smaller release that still serves the business, and ask for an estimate of it.
- Agree in advance what evidence would make you pause or stop.