01« We have too many projects running in parallel, and nothing moves. »
Decision
Which to continue, pause or stop.
Deliverable
A prioritised portfolio review, with capacity and benefit per project.
A few weeks
Project and Programme Management
A project is won at framing, not at delivery.
A project that drifts has almost always done so from the start: blurred scope, undefined benefit, absent sponsor. Aegryn frames your projects and programmes, arbitrates the portfolio, then installs governance and leads delivery with your teams.
What we observe
+45% / −56%
large IT projects (over USD 15M) overrun their budget by 45% on average and deliver 56% less value than expected
McKinsey and University of Oxford, 2012
18%
of project professionals have a high level of business acumen; teams that do meet their objectives in 83% of cases, versus 78%
PMI, Pulse of the Profession, March 2025
24 reports
from the Swiss Federal Audit Office on the Confederation’s key IT projects (2024-2025): incomplete planning, poorly explained usefulness, badly prepared handover to operations. “The same mistakes as ten years ago”
SFAO, 8 July 2026
All three findings say the same thing: execution is rarely the problem. The causes lie upstream: a benefit that was never costed, a scope that keeps moving, an operations handover that was never prepared.
These mistakes do not depend on size: the federal administration has repeated them for ten years, and an SME pays for them sooner, lacking the margin to absorb the drift.
What this changes
A project-management method is not enough. You need a framing that names the expected benefit, a decider who rules, and a threshold at which you stop or correct.
What you get
01
A framed project: costed benefit, scope, decider and stop criteria.
02
A light governance that produces decisions, not just reports.
03
A delivery that goes live, with a team ready to take it over.
Six situations
Where you stand. How we step in.
01
02« An important project is starting: how do we launch it properly? »
Decision
Which scope, which benefit, which decider.
Deliverable
Framing note: benefit, scope, milestones, budget, risks, stop criteria.
A few weeks
03« Our project is drifting (deadline, budget, quality). »
Decision
Correct, rescope or stop.
Deliverable
Turnaround diagnosis and a thirty-day recovery plan.
Two to four weeks
04« We are launching a transformation that touches several teams. »
Decision
How to govern, who decides, at what pace.
Deliverable
Governance model: bodies, roles, reserved decisions, dashboard.
One to two months
05« The vendor or integrator is not keeping its commitments. »
Decision
Renegotiate, reinforce or replace.
Deliverable
Review of the contract and delivery plan, with costed options.
A few weeks
06« The project is delivered, but nobody uses it. »
Decision
How to succeed in the handover to operations.
Deliverable
Operations transfer plan: acceptance criteria, training, responsibilities.
A few weeks
What we do: deciding (Frame)
- 01Write the framing note for a project or programme: benefit, scope, milestones, budget, risks.
- 02Assess and prioritise the project portfolio by benefit and capacity.
- 03Define the governance model: bodies, roles, decision thresholds.
- 04Diagnose a struggling project and recommend: correct, rescope, stop.
- 05Review a contract or delivery plan with a vendor or integrator.
- 06Define acceptance criteria and the transfer plan to operations.
Our framework
The Three-Question Test
Before launching, continuing or stopping a project, three questions, in writing.
What benefit?
Measured how, and by when? Without a figure, the project is not framed.
Who decides?
A name, not a committee.
At what signal do we stop?
A threshold set before starting, not after.
Deliverable
The framing note: three written answers, signed by the decider.
Implement
Implementing what was decided, through to acceptance.
- 01
Set up the project office (PMO): minimal method, dashboard, routines.
- 02
Lead a project or programme with management: milestones, risks, arbitration, reporting.
- 03
Lead a turnaround plan: recovering schedule, budget and vendor relationship.
- 04
Accept and transfer to operations: acceptance tests, training, handover to the teams.
A part-time project director can reinforce the team: this assignment runs through Talent (interim profiles).
Engagement modes: we deliver, we deliver with experts, or we coordinate experts of your choosing.
Confidential scoping call
Thirty minutes with a named expert from our network, accountable for their scope. No commitment at this stage; terms follow the scoping call.
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