Deep-dive list
- Real risks: 0 programmes, GBP 0 of budget.
- Status accepted: 0.
Executive Intelligence · Operations and Transformation
Delivery and Execution Health
Status of commitments from recorded work items and handovers: on track, needs attention, overdue, paused.
Demonstration: Dunmore Building Services (fictional) · Construction services. Fictional data and a scripted answer.
The situation
- Organisation
- Dunmore Building Services (fictional)
- Who is asking
- Chief operating officer
- Industry
- Construction services
- What happened
- Eleven major programmes report monthly, and the COO suspects the reports flatter the position.
The question asked
Which programmes are really at risk of missing their commitments, whatever their own status says?
What it reads, and who can see the result
- Programme reports registerStatus, milestones and spend.
- Milestone history exportHow often dates have moved.
- Reads
- The reports and the history of date changes.
- Does not read
- Contractor commercial detail.
- Permission
- Programme office access.
- Who sees it
- The COO and the programme directors.
Try it
Review each flagged record: confirm it or dismiss it. The totals and the answer below follow your decisions.
| Programme | Own status | What the history shows | Budget at stake (GBP) | Finding | Decision |
|---|---|---|---|---|---|
| Depot refurbishment | Green | No date changes | 0 | Matched | None needed |
| Fleet electrification | Green | Key milestone moved three times | 8,400,000 | Reports green; the delivery date has slipped three times | |
| Customer portal | Amber | Amber for two months, spend on plan | 0 | Matched | None needed |
| Estimating system replacement | Green | Spend 40% ahead of progress | 3,100,000 | Spend is ahead of progress | |
| Apprenticeship expansion | Green | On plan | 0 | Matched | None needed |
| Site safety digitisation | Amber | Amber; two vendors, one withdrew | 1,700,000 | A vendor withdrew; no replacement named |
- Flagged
- 3 of 6 · GBP 13,200,000
- Real risk
- 0 · GBP 0
- Status fair
- 0 · GBP 0
- Undecided
- 3 · GBP 13,200,000
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
3 of 6 programmes carry a risk their own status does not show, GBP 13,200,000 of budget at stake.
Status is chosen by the programme team; the history of date changes and the relation of spend to progress are harder to soften [S1][S2]. One programme reports green after moving its key date three times, which is the kind of discrepancy a monthly summary hides.
You have marked 0 as real risks (GBP 0) and 0 as fairly reported (GBP 0); 3 are undecided.
Relies on: S1 · Programme reports, OctoberS2 · Milestone change history
Review and approval
The chief operating officer decides. Approving schedules a deep-dive review for each programme marked a real risk. It does not change any status or stop any programme.
Not ready to approve. 3 flagged programmes are still undecided. Confirm or dismiss each one first.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- History shows movement, not the cause.
- A frequently re-planned programme may be responding well to change.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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The Executive Intelligence story · This capability in the full register