When a major programme reports a cost overrun, the cause is rarely a surprise to the people closest to the work. The signal existed; it simply did not travel.
Five controls that change the signal
- An integrated schedule owned by the client, not assembled from contractor submissions.
- Forecasts that separate known risks from optimism.
- Weekly decision forums with authority to resolve interfaces.
- Independent assurance reporting directly to the sponsor.
- Early-warning indicators tied to physical progress, not spend.
None of these require new software. They require clear ownership and the discipline to act on uncomfortable information.
