Controls
Why the Iron Triangle Is Too Narrow for Executive Project Control
Why governing scope, time and cost is insufficient—and what executives must control to protect outcomes, capability, resilience and enterprise value.
EraNorth Insights
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6 articles found
Controls
Change Control Is Capital Allocation in Disguise
Why project change control should evaluate value, opportunity cost, risk and capacity—not merely approve modifications to scope, cost or schedule.
Principles
Your Stakeholder Map Measures Attention, Not Exposure
The power and interest grid allocates communication effort. It does not tell you who carries the consequences — which is the question governance actually needs answered.
Principles
Sponsorship Is an Office, Not an Endorsement
A sponsor is not the most senior person who supports your program. It is the office holding delegated authority to stop it — and most organisations leave it empty.
Principles
Measuring an Outcome You Cannot Predict
Most program reporting detects problems long after they became expensive. Detection latency, not measurement volume, is the property leaders should design.
Insight
Drivers, Supporters and Observers: Who Is Allowed to Change What Your Program Is For
Stakeholder maps record who is interested. They rarely record who holds the power to redefine the outcome — which is the only distinction that governs.
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