The framework
Integrity-Led Project Controls
Six questions every major programme must be able to answer. Project controls exist to answer them with evidence — and to turn those answers into decisions.
This is the method behind the results — a consistent way of thinking about time, performance, risk and governance that I apply across every programme, whatever its scale or sector.
Programme data that does not, by itself, tell leadership what to do.
Integrity-Led Project Controls — measuring time, risk and change against defined integrity.
An assured programme and a reconciled, comparable picture.
The action the evidence supports, framed for a decision.
Decisions made on evidence, not assertion.
The approach
Three questions, in order.
Establish whether the programme can be trusted; determine what actually happened when it cannot; and convert the evidence into decisions leadership can act on. Everything on this site sits under one of these three.
Assurance
Can I trust the programme?
The 100-Point Employer Schedule Assurance Framework — whether a contractor programme is reliable enough to forecast, govern and decide on.
The framework → 02Forensic Analysis
What actually happened?
Evidence → Cause → Effect → Critical Path → Entitlement — establishing, from the record, what genuinely drove the outcome when a programme cannot simply be trusted.
Forensic delay analysis → 03Decision Intelligence
What should leadership do?
Data → Insight → Risk → Decision → Action — converting the assured, analysed picture into a defensible management decision.
Decision intelligence →Baseline Integrity
Is the programme technically credible?
Before any date is trusted, the baseline is tested for logic, constraints, float and durations against a defined standard — DCMA checks and a bespoke assurance engine — so the plan is sound before it becomes a promise.
Progress Integrity
Is reported progress measurable and defensible?
Reported percentages mean nothing unless they can be evidenced. Progress is measured the same way every cycle, earned against plan, so a status is a fact rather than an opinion.
Forecast Integrity
Does the forecast reflect what is actually happening?
A forecast is only useful if it is honest. The critical path, delay events and recovery logic are tested against the contemporaneous record — not against the story the programme would prefer to tell.
Risk & Change
What is likely to move the completion date or performance?
Risk and change are connected to the schedule and reporting, so exposure drives decisions and escalation before it becomes delay — not after.
Assurance & Governance
Can leadership trust the information being presented?
Governance frameworks, reporting standards and independent assurance mean the information reaching the board is consistent, comparable and defensible — one version of the truth across every contract.
Decision Intelligence
What decision should management take now?
The point of the first five is the sixth: turning assured data into the decision in front of leadership today — surfaced on a dashboard built to show exposure and action, not noise.
From framework to dashboard
The six integrities become an executive dashboard.
A programme controls dashboard is only as good as the thinking behind it. Each pillar defines what leadership should see — and the decision it enables.
For developers & PMCs
What a controls function must guarantee.
Whether project controls are delivered in-house or through a PMC, a developer should be able to expect all six integrities as a matter of course. They are the difference between a reporting function that produces documents and an assurance function that protects a decision. This is the standard I build controls functions to — and the basis on which I lead them across concurrent contracts and packages.
Explore
The framework, connected to the rest.
Get in touch
Discuss how the framework applies to your programme, dashboard or controls function.