The situation
I took over a major offboarding programme with effectively no useful handover and inadequate programme documentation. There was not a dependable starting point from which to direct the remaining work.
The programme needed reconstruction, alongside attention to the team, governance and client relationship. A revised plan alone would not have addressed all of those problems.
What I did
I reconstructed the programme so delivery could be brought back under control. This meant rebuilding the management of the work as well as the programme itself.
I rebuilt the team and governance arrangements and worked to repair the client relationship. Those were connected parts of the recovery: the work needed structure and the people involved needed a better basis for working together.
What changed
The programme was completed within approximately five months and around £400,000 under budget.
These approximate figures and the recovery account were supplied by James in his professional capability brief. They describe this assignment and are not a forecast for future recovery work.