Situation
A core banking programme had slipped far beyond its original timeline. The plan still being reported against no longer described what was actually being built, and confidence at steering-committee level had gone.
Challenge
The programme was too far in to restart and too important to stop. Status reporting was optimistic, dependencies between workstreams were unmanaged, and nobody could say with confidence what a realistic delivery date was.
Intervention
- Re-baselined the programme against the actual state of the build rather than the reported one.
- Identified the scope that could not be defended within a credible timeline and brought it to a decision.
- Put dependency management and a weekly decision cadence in place across the workstreams.
- Restored delivery control, with reporting the steering committee could rely on.
Outcome
The programme was brought back under control and delivered into production.
Case studies describe work led by Conjora specialists, including in roles held before or alongside Conjora. They are not presented as the delivery record of Conjora Limited. Clients are not named, and details that could identify them have been removed.
All case studies