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Research question

Why do projects run late?

Rarely because of the work itself. Time gets lost in between: business and IT, contract and scope, a report and the decision it should lead to.

We study how steering, coordination and time connect in large programmes, and what actually wins time back. Every piece says what the sources show and where our own view begins.

Contributions

Everything we have publishedpublished.

  1. 01Why large IT programmes fail

    Study Overview

    Why large IT programmes fail

    BCG, McKinsey/Oxford and Standish consistently find high deviations from plan. Where causes are asked about, steering and coordination come first and technology only rarely.

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  2. 02Coordination Surface

    Working Model8 min

    Coordination Surface

    Coordination effort grows with the number and heterogeneity of interfaces — not with the number of work packages.

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  3. 03Decision Latency

    Working Model8 min

    Decision Latency

    Measurable time passes between a resolution and the changed work. Programmes rarely steer this time.

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  4. 04Configuration Drift

    Working Model8 min

    Configuration Drift

    Tools are configured once, ways of working evolve weekly — without governance, the two drift apart.

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  5. 05Build-to-Run

    Working Model9 min

    Build-to-Run

    Operability is built across the whole delivery, not at go-live — and it determines the value a transformation actually realises.

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  6. 06Decision-Driven Reporting

    Field Observation8 min

    Decision-Driven Reporting

    Reporting only becomes valuable when it changes decisions — not when it describes the past.

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  7. 07Programmes lose time at transitions

    Field Observation7 min

    Programmes lose time at transitions

    Steering requirements, contracts, tickets and forecasts separately loses speed long before the first release exists.

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Research fields

Three places the timetime goes.

  1. 01Project Steering & Governance

    Why do decisions take so long to reach the work?

    We look at how long decisions take, what each interface costs in coordination, and why a decision made in committee can take weeks to change anything. We draw on published governance research and anonymised programmes.

  2. 02Time Management in Programmes

    Where does the waiting happen?

    Here time is what we steer by: the wait between committee dates, how often reports turn into decisions, how fast a programme reacts when something slips. Not anyone's personal calendar. The first studies start in November 2026.

    • Waiting timeIn development
    • Committee cadenceIn development
    • Reconfiguration LatencyIn development
    • Response timeIn development
    • Time budgets for escalationsIn development

Method

Four formats, each clear about its evidenceevidence.

  • Evidence Review

    A systematic look at what published studies say about one clear question. No data of our own. Every claim has a source.

  • Study Overview

    A summary of selected published studies, without a systematic search. No data of our own. Every figure has a source.

  • Working Model

    A concept or steering model of our own, built from research and practice. Marked as not validated, with its limits and open questions.

  • Field Observation

    An anonymised pattern from real projects, set against the literature. Not a finding, but a starting point for hypotheses we then test.