Value assurance register
- Intervene: 0 projects, GBP 0 of value.
- Recoverable: 0 projects, with the recovery plan owner.
Executive Intelligence · Capital Allocation and Investments
Project Value Assurance
Tracks whether a project's claimed value is realised, with benefit measured from verified sources (reusing measured-savings logic where it exists).
Demonstration: Calder & Rowe Manufacturing (fictional) · Manufacturing. Fictional data and a scripted answer.
The situation
- Organisation
- Calder & Rowe Manufacturing (fictional)
- Who is asking
- Programme director
- Industry
- Manufacturing
- What happened
- Several capital projects approved on the strength of a benefits case are now reporting, and the director wants to know which are still on track for the value promised.
The question asked
Which approved projects are no longer on track to deliver the value they were approved for?
What it reads, and who can see the result
- Project reports registerSpend, timing and benefit forecasts.
- Approved business cases documentThe value promised at approval.
- Reads
- The project reports and approved cases.
- Does not read
- Contractor commercial terms.
- Permission
- Programme office access.
- Who sees it
- The programme director and the investment committee.
Try it
Review each flagged record: confirm it or dismiss it. The totals and the answer below follow your decisions.
| Project | Approved value | Current forecast | Value at risk (GBP) | Finding | Decision |
|---|---|---|---|---|---|
| New paint line | 3.2 million | 3.3 million | 0 | Matched | None needed |
| Warehouse automation | 5.0 million | 3.1 million | 1,900,000 | Forecast benefit down 38% after a scope cut | |
| ERP upgrade | 2.4 million | 2.4 million | 0 | Matched | None needed |
| Energy recovery | 1.8 million | 0.9 million | 900,000 | Spend 30% over, benefit unchanged: value halved | |
| Customer portal | 1.5 million | 1.1 million | 400,000 | Benefit depends on adoption not yet measured | |
| Site security upgrade | 0.6 million | 0.6 million | 0 | Matched | None needed |
- Flagged
- 3 of 6 · GBP 3,200,000
- Intervene
- 0 · GBP 0
- Recoverable
- 0 · GBP 0
- Undecided
- 3 · GBP 3,200,000
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 projects are off track, with GBP 3,200,000 of promised value at risk.
Approval fixes a promise; project reports show how it is changing [S1][S2]. The warehouse automation project has lost most value through a scope cut, which a status report in terms of 'on time and on budget' would not have shown.
You have chosen to intervene on 0 (GBP 0) and judged 0 recoverable (GBP 0); 3 are undecided. A project can be on budget and still be failing its case.
Relies on: S1 · Project reports, OctoberS2 · Approved business cases
Review and approval
The programme director decides. Approving escalates the chosen projects to the investment committee for a decision. It does not stop or change any project.
Not ready to approve. 3 flagged projects 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
- Forecast benefits are estimates by the project teams.
- Value can also be gained that the case did not foresee.
- 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