We inherited a multi-workstream program with no clear owner, slipping dates, and confused stakeholders. We had 10 days to impose order without halting delivery.
Day 1–2: Clarity and ownership
- Named an executive sponsor and program manager; documented decision rights.
- Defined workstreams and leads; built a single RAID log and decision log.
Day 3–5: Cadence and artifacts
- Set weekly core standup and biweekly steering; locked dates for 8 weeks.
- Standardized status: one-page RAG, milestone forecast, top risks/issues, asks.
- Created gate checklist for upcoming milestones (design complete, cutover prep).
Day 6–8: Planning and risk burn-down
- Re-baselined the integrated schedule with critical path identified.
- Tagged top 10 risks with owners and 7-day mitigation actions.
- Aligned financials to workstreams; tied spend to milestones.
Day 9–10: Socialize and enforce
- Ran the first steering: decisions on scope deferral and funding releases.
- Published governance charter and templates; made logs the source of truth.
- Enforced “no slide deck without data” rule—status pulled from the system, not rebuilt weekly.
Result: Within three weeks variance stabilized, risks had owners and actions, and steering meetings shifted from chaos to decisions. Governance is a service to delivery—treat it that way and teams will use it.