Projects ran twice as long as predicted. Now they regularly hit their committed dates.

Senior management stopped needing a weekly execution review.

The situation

A 300-person chip company with 18 to 24 month projects run across multiple international sites, where everyone expected R&D to miss its dates.

What changed

Every project used the same approach, scope changes went to a board that evaluated their impact before committing, and senior management read the same status charts as the teams.

The result

• Before: completion dates were never met.
• After: the company regularly meets its committed dates.