Project Execution Assessment
Strategy is nothing without effective execution
Be honest. How well do you think you are doing as an organisation with executing your strategy? And as the pace of change accelerates exponentially with the advent of the AI-led era, it’s likely your organisation’s plans are evolving rapidly.
More importantly, does the leadership team share the same view on the current status and effectiveness?
Take our Organisation Effectiveness Assessment to get an instant readout as to where you stand across the following four areas:
• Predictability
• Focus and prioritisation
• Visibility and control
• Value and impact
Purpose and objectives
The Organisation Project Execution Assessment gives leadership teams an honest, structured view of how well their organisation executes projects – and what that means commercially.
Most organisations have a sense that project execution could be better. What they often lack is a shared, evidence-based picture of where the gaps are, how significant they are, and where to focus first. This assessment provides that picture.
It does so across four areas that together determine whether an organisation can reliably deliver what it commits to, work on the right things, maintain visibility and control, and generate real value from its project investment.
Each area reflects a dimension of execution that has direct commercial consequences – not just for delivery performance, but for client confidence, resource efficiency, and the organisation’s ability to grow without losing grip.
The objectives of this assessment are:
- To establish a clear baseline of current project execution performance across the four areas
- To surface the commercial implications of that performance, both where it is strong and where it falls short
- To identify the priorities for improvement that will have the most immediate and meaningful impact
- To create a shared leadership view – and where views differ, to make that divergence visible and productive
The output is not a scorecard. It is the starting point for a deliberate conversation about where the organisation is, where it needs to be, and what it would take to close the gap.
The Project Execution Assessment is best completed as a leadership team to ensure a full and representative picture is gathered. This will either confirm the leadership team all have an equal understanding of the current situation or demonstrate a lever of divergence that will lead to incredibly valuable discussions that surface critical insights for the organisation.
To complete it as an organisation, please get in touch and we will arrange that at no extra cost and you will receive a visual dashboard output as shown below. Alternatively, to complete it as an individual on behalf of your organisation, click on the link below and you will be sent your written report assessment automatically by email on completion.
Any questions, please get in touch
Below is an example of the output provided for an organisation:
Methodology
Respondents are asked to rate 24 statements across the four assessment areas on a five-point scale:
1. Rarely or never true for us
2. Sometimes true, but not consistently
3. True more often than not
4. Consistently true across most of our work
5. Always true – and we have evidence to show it
Where completed as an organisation, area scores are the average of the six statement scores within each area. The overall score is the average of the four area scores. Where individual respondents’ scores differ materially, this is noted as divergence and interpreted separately – divergence is often the most significant finding in the results.
Statements assessed
1. Predictability – Are we delivering what we commit to?
1.1. We have a defined and documented way of running projects
1.2. Our project process is applied consistently across teams
1.3. Projects are typically delivered on time
1.4. Projects are typically delivered within budget
1.5. Problems and risks are surfaced early, before they become crises
1.6. When something goes wrong we know about it quickly
2. Focus and prioritisation – Are we working on the right things?
2.1. We have a clear and consistent process for approving new projects
2.2. New projects are evaluated against strategic priorities before approval
2.3. We check resource capacity before committing to new projects
2.4. Projects are led by people with the right skills and experience
2.5. The organisation is willing to say no – or not yet – to new project requests
2.6. People are not spread across more projects than they can handle effectively
3. Visibility and control – Do we know what is happening and act on it?
3.1. Leadership has a reliable, up-to-date picture of all projects
3.2. Project status reporting is consistent and trusted
3.3. Accountability for delivery is clear and enforced in practice
3.4. Governance meetings result in clear decisions and actions
3.5. Underperforming projects are stopped or redirected rather than allowed to drift
3.6. Leadership has cross-functional representation in project oversight
4. Value and impact – Are our projects delivering real outcomes?
4.1. Projects are approved with clearly defined expected outcomes and benefits
4.2. We track whether projects actually delivered the outcomes they were approved for
4.3. Evidence from completed projects informs future investment decisions
4.4. Stakeholders and end users are engaged appropriately throughout projects
4.5. We capture and apply learnings from completed projects
4.6. The organisation views its ability to execute projects as a competitive strength
