Banking · Recover
Recovering a core banking programme that had lost its baseline
The programme was brought back under control and delivered into production.
02 · Programme recovery
When a critical programme is not going to plan.
For programmes that have lost momentum, clarity or control.
By the time recovery is discussed, reporting and reality have usually separated. Milestones are green until they are suddenly red, dependencies between workstreams are managed by nobody, and the plan describes something other than what is being built. Recovery starts with facts, not with a new methodology.
Early signals
- Status reports stay amber for months, then jump to red.
- Delivery dates move but the plan underneath them does not change.
- Workstreams are individually “on track” while integration keeps slipping.
- Vendors and internal teams disagree about what is blocking progress.
- Steering committees receive information but are not asked to make decisions.
Recover
How recovery works
- 01
Establish the facts
What is actually built, tested and deployable — measured against the system, not the status report.
- 02
Identify the blockers
Separate the issues that genuinely stop delivery from the noise around them.
- 03
Expose the dependencies
Across workstreams, vendors, environments and decisions. Unowned dependencies are where time goes.
- 04
Clarify ownership
Every critical decision and dependency gets a named owner and a date.
- 05
Plan realistically
A recovery plan built on the fact base, with scope decisions made explicitly rather than deferred.
- 06
Govern for decisions
A cadence that surfaces decisions early and records them, so the programme stops relitigating the same issues.
- 07
Restore momentum
Hands-on leadership until the programme is delivering predictably again.
Scope
What an engagement can include
01
Assessment
- Independent programme review
- Fact base and re-baseline
- Root-cause analysis without blame
02
Planning
- Recovery plan and options
- Scope and sequencing decisions
- Dependency map and critical path
03
Delivery
- Programme or workstream leadership
- Governance and decision cadence
- Vendor coordination
What we will not promise
Not every programme should be recovered in its current form. Sometimes the right outcome is a reduced scope or a controlled stop. We will tell you which, with the evidence, as early as we can.
Experience
Where our specialists have done this before
Case studies describe work led by Conjora specialists, including in roles held before or alongside Conjora. They are not presented as the delivery record of Conjora Limited. Clients are not named, and details that could identify them have been removed.
Talk to Conjora
Dealing with this now?
Tell us what you are dealing with. A senior specialist will reply within one business day — including, if it is not work we should do, saying so.