Is a software project falling behind, over budget or failing to deliver?
I help businesses understand what's going wrong, assess their options and establish a practical plan to regain control.
The Value
When to bring someone in.
Projects rarely fail in one dramatic moment. They drift. Here's when an outside review pays for itself, and how I approach it:
This is for you if:
- A software project that is late, over budget or has stopped delivering
- You have lost confidence in a supplier or an internal team
- Technical debt is slowing every release and nobody can say why
- A board or investor is asking hard questions you cannot yet answer
What I won't do:
- Write a report that blames people to look decisive
- Recommend a rebuild when a fix will do
- Sell you a delivery team before understanding the problem
What a Project Review Covers
Depending on what's gone wrong, an engagement draws on some or all of the following
Independent Project Review
An outside view of what is really happening across scope, delivery, team and budget
Technology Audit
Architecture, code quality, security and scalability assessed against where you need to get to
Delivery Recovery
Reset priorities, cadence and accountability so the project starts shipping again
Improvement Planning
A practical, sequenced plan with options and trade-offs you can take to your board
Technical Assessment
Due diligence on a product, platform or supplier before you commit more money
Supplier & Team Review
Whether the people and partners in place are the right ones, and how to fix it if not
How It Works
Four steps from "something is wrong" to a plan you trust
Frequently Asked Questions
It depends on the size of the project and how much access I have, but most initial reviews run over two to three weeks. You get a clear written view of what is going wrong, the risks and the options, not a long engagement before you learn anything.
No. A review runs alongside the work. I will need time with the people involved and access to the code, backlog and delivery history, but the team keeps going. If something needs to stop urgently, I will say so early.
Typically the codebase or a technical walkthrough, the backlog and roadmap, delivery metrics or release history, contracts and statements of work with any suppliers, and conversations with the people who build, manage and pay for the project.
Only if that is the right answer and you want it. Sometimes the plan is for your existing team to carry on with clearer priorities. Sometimes it needs a fractional lead for a period. Where remediation or redevelopment is required, suitable delivery options can be explored, including nuom, the software consultancy I founded.
Then that is what I will tell you, with the reasoning and the alternatives. A review is independent. I have no stake in a rebuild, a new supplier or more work for myself, which is the point of asking someone from outside.
Yes, and it usually goes better than people expect. Most suppliers welcome a clear brief and a single point of technical direction. Where the relationship itself is the problem, I will help you decide what to do about it.
