You know the pattern. For nine months, the ERP migration or digital transformation initiative appears on the steering committee deck as "Green." On track. On budget. Then, three weeks before go-live, the status flips to "Red." Suddenly, you are not three weeks away; you are six months behind.
This isn't an engineering failure. It is a governance failure. And you are not alone.
According to Oxford University professor Bent Flyvbjerg's analysis of 5,000+ IT projects, 1 in 6 projects becomes a "Black Swan," incurring a cost overrun of 200% on average and a schedule overrun of 70%. For a $10M initiative, that is a $20M mistake that sits squarely on the CIO's P&L impact.
The natural instinct for a "Transition Tom"—a CIO managing a massive transformation under PE scrutiny—is to throw bodies at the problem. You hire more contractors. You mandate weekends. You promise the board, "We just need one more sprint."
This is mathematically wrong. McKinsey data shows that large IT projects run 45% over budget and deliver 56% less value than predicted. Adding resources to a late software project only makes it later (Brooks’ Law), yet we see boards approve "recovery budgets" that simply burn cash faster without fixing the underlying deadlock.
You do not need a new Gantt chart. You need a Project Reset.
A reset is not a delay. It is a strategic intervention to realign scope with commercial reality. When we are brought in to rescue a stalled initiative—whether it is a failed Salesforce consolidation or a cloud migration stuck in committee—we execute a 30-day triage process. Here is the playbook.
Stop the bleeding. Pause non-critical development. Conduct a "State of Reality" audit. We ignore the status reports and look at the commits, the QA backlog, and the dependency map.
Most 6-month delays are caused by 10% of the features that deliver 0% of the EBITDA value. We use the "Must-Have vs. Nice-to-Have" war.
We force stakeholders to defend every feature with a dollar value. If a feature does not directly contribute to the 30-Day Project Rescue objectives (revenue protection, compliance, or core operations), it gets cut. We typically reduce scope by 40% to hit the original date.
The committee that got you into this mess cannot get you out of it. We replace the bloated Steering Committee with a "War Room" unit of three decision-makers:
This trio meets daily for 15 minutes. Decisions are made on the spot, not deferred to next month's SteerCo.
The hardest part of a reset is admitting the previous plan was a fantasy. But your board already knows. They are just waiting for you to say it. The key is to frame the reset not as a failure, but as an investment decision.
Do not say: "We are late because the vendor underdelivered."
Say: "We are resetting the baseline to guarantee the Q3 launch of the core revenue-generating modules. We have cut $500k of low-value scope to ensure we hit the date."
By implementing this framework, we recently helped a logistics portfolio company unblock a stalled ERP migration. We cut the scope by 35%, removed the custom warehousing module (pushing it to Phase 2), and launched the core financial engine on time. The result was not just a saved project; it was a saved quarter.
According to The Standish Group's CHAOS report, agile projects are 3x more likely to succeed than waterfall ones, but only when scope is variable. If you fix time, budget, and scope, you break quality.
Stop protecting the "Green" status report. Start protecting the outcome. If you are stuck in committee or facing a cross-functional deadlock, break the glass. Reset the project today, or explain the write-off tomorrow.
