Full On Consulting's Program Health Check is a structured in-flight program assessment and program governance review designed for CIOs, executive sponsors, and PMO leaders who need an independent, objective view of whether their active program is on track — or quietly heading toward failure. Our program management assessment practice reviews delivery performance, financial health, governance effectiveness, scope control, vendor accountability, and benefit realization — giving leadership the clear picture and specific corrective actions needed to stabilize, redirect, or recover the program.
30+
Years leading and assessing complex multi-workstream programs across industries
$40M+
In documented client savings from programs led and recovered by Full On Consulting
3 Weeks
From kickoff to executive findings report with prioritized corrective actions
Recovery
Catching program failure early is always cheaper than managing the full derailment
Programs That Seem On Track Are Often the Most Dangerous
Program failure rarely announces itself. It accumulates quietly — in status reports that are consistently green while delivery slips, in budgets that are technically on track while scope is being quietly reduced, in governance meetings where decisions are deferred week after week, in vendor relationships where performance issues are being managed informally rather than contractually. By the time the executive sponsor or CIO recognizes the program is in serious trouble, the program team has often been managing the crisis internally for months.
The most dangerous programs are the ones that look acceptable on a dashboard. Delivery metrics are being managed rather than solved. Budget variances are being reforecast rather than investigated. Risks are being marked "in mitigation" without meaningful mitigation plans. Scope changes are being absorbed informally rather than processed through change control. A Full On Consulting Program Health Check cuts through the reporting layer and gets to the operational reality — what is actually happening in the program, what the real risks are, and what leadership needs to do about them.
An Independent View Leadership Can Trust
Internal program teams — however capable and well-intentioned — are not in a position to give leadership a fully objective view of their own program. They are invested in the plan, in the timeline that has been communicated to the board, in the vendor relationships that have been built, and in the organizational momentum that has developed around the program. They often know the program has problems but are not sure how to surface them, or are not confident that leadership wants to hear it.
Our Program Health Check provides the independent perspective that program teams cannot provide for themselves — a structured, evidence-based assessment from former CIOs and program delivery executives who have run and recovered programs at scale. We give leadership the unfiltered view they need to make informed decisions about a program that is too important to let drift.
Let's Get Started
Have concerns about a program in flight? Before the next board update, let Full On Consulting give you an independent view of where the program actually stands — and what needs to change.
Our Program Health Check gives you the objective findings and specific corrective actions your leadership team needs to make informed decisions about your program's future.
Warning Signs Your Program Is in Trouble
These are the patterns we find most consistently in programs that are underperforming or heading toward failure — and every one of them is addressable when caught early.
Status Reporting Is Green but Delivery Is Slipping
Program dashboards consistently show green or amber while milestone dates quietly shift, scope is being reduced to protect timelines, and budget contingency is being consumed faster than reported. The program is being managed for optics rather than outcomes — and the gap between the reporting and the reality is growing.
Governance Meetings Are Informational, Not Decisional
Steering committee meetings are status presentations rather than decision forums. Critical issues are raised but not resolved. Decisions that should be made at the governance level are being deferred, delegated downward, or avoided entirely. The program is accumulating unresolved issues that are compounding over time.
Scope Is Growing Without Formal Change Control
Requirements and scope additions are being absorbed informally — through verbal commitments, email exchanges, and stakeholder relationships — without formal change control, impact assessment, or budget and timeline adjustment. Scope creep is the leading contributor to program cost overruns and the hardest to reverse once established.
Vendor Performance Is Being Managed Relationally, Not Contractually
Vendor underperformance — missed deliverables, quality issues, staffing shortfalls, timeline slippage — is being handled through relationship management rather than contractual enforcement. The organization is absorbing risk and cost it is contractually entitled to transfer back to the vendor, and the vendor has no incentive to improve.
Budget Contingency Is Gone and the Program Is Not Complete
Contingency reserves have been consumed and the program has significant work remaining. The remaining budget is insufficient to complete the program at the current scope, but no one has formally communicated this to the executive sponsor or board. The program is heading toward a funding crisis that will force an unplanned escalation.
Benefits Are Not Being Tracked Against the Business Case
The program was justified on a business case that projected specific financial and operational benefits, but no one is actively tracking whether those benefits are being realized. The program may deliver on time and on budget and still fail to deliver the value that justified the investment — a failure that only becomes visible long after the program closes.
Our Proven Program Health Check Approach
We follow a structured five-dimension assessment that examines every critical dimension of in-flight program health — delivering an executive findings report with prioritized corrective actions in three weeks.
Delivery Performance Review
Assess actual delivery performance against the program baseline — milestone achievement, workstream progress, defect rates, integration readiness, and quality metrics. Identify where the program is genuinely on track versus where performance is being managed through reporting rather than resolved through delivery.
Governance & Decision Effectiveness
Evaluate whether the governance structure is functioning as designed — steering committee decision velocity, issue resolution rates, escalation path clarity, and change control discipline. Identify governance gaps that are creating decision bottlenecks, scope ambiguity, and accountability gaps across workstreams.
Financial Health & Forecast
Review program financials against the approved budget — actual spend, forecast to complete, contingency status, and cost trend analysis. Identify budget risks, hidden cost exposures, and forecast accuracy issues. Provide an independent view of whether the remaining budget is sufficient to complete the program at current scope.
Vendor & Contract Performance
Assess vendor delivery performance against contractual commitments — deliverable quality, staffing compliance, SLA adherence, and milestone achievement. Identify where the organization is absorbing vendor risk it is contractually entitled to enforce, and where formal remediation or contract renegotiation is warranted.
Findings Report & Corrective Action Plan
Compile all assessment findings into an executive-ready program health report — a prioritized list of issues, risks, and corrective actions with specific ownership recommendations and timelines. Designed to support an informed executive decision: stabilize and continue, restructure and redirect, or reset the program entirely.
Program Delivery Case Studies
SAP HCM Program Recovery — 90+ Facilities, $16B Merger
Full On Consulting was engaged to assess and recover a failing SAP HCM program spanning 90+ facilities during a $16B post-merger integration. The assessment identified broken governance, undefined workstream ownership, and a vendor relationship that had drifted entirely outside contractual boundaries. Recovery required restructuring the program governance, establishing formal vendor performance management, and rebuilding the delivery schedule from the ground up.
Read the Case Study →IT Transformation Program — $40M in Documented Savings
Full On Consulting led a multi-year IT transformation program that delivered over $40M in documented savings against a business case that was actively tracked throughout the program lifecycle. The program's success was directly attributable to rigorous governance discipline, formal benefit realization tracking, and proactive vendor performance management — the same dimensions the Program Health Check assesses in active programs.
Read the Case Study →What Our Program Health Check Assesses
DELIVERY PERFORMANCE
We assess actual delivery performance across all workstreams against the approved baseline — milestone achievement, delivery velocity, defect and quality trends, integration readiness, and the accuracy of progress reporting. We separate genuine progress from managed optics.
GOVERNANCE EFFECTIVENESS
We evaluate whether the governance structure is driving decisions or just hosting meetings — steering committee velocity, issue resolution rates, change control discipline, escalation path effectiveness, and workstream accountability. Weak governance is the most common cause of in-flight program failure.
FINANCIAL HEALTH & FORECAST
We review program financials against approved budget — actual spend, forecast to complete, contingency status, and cost trend analysis. We provide an independent view of whether the budget is sufficient to complete the program, and identify where cost exposures are being understated in current forecasts.
VENDOR & CONTRACT PERFORMANCE
We assess vendor performance against contractual commitments — deliverable quality, staffing compliance, SLA adherence, and accountability for missed milestones. We identify where the organization is absorbing vendor risk it is contractually entitled to enforce, and provide a basis for formal remediation.
SCOPE & CHANGE CONTROL
We review scope integrity and change control discipline across the program — identifying informal scope additions, unprocessed change requests, and scope commitments made outside formal governance. Uncontrolled scope is the primary driver of cost overruns and schedule compression in complex programs.
FINDINGS REPORT & CORRECTIVE ACTIONS
Every Program Health Check concludes with a written executive findings report — a clear, prioritized list of issues, risks, and corrective actions with specific ownership recommendations. Designed to support an informed decision: stabilize and continue, restructure, or reset the program before the situation forces the decision for you.
WHY FULL ON CONSULTING
Senior Consultants Only
Every engagement is led and delivered by senior consultants — former CIOs, CTOs, and enterprise IT executives. You get the people you were sold, not a bait-and-switch to junior staff after the contract is signed.
$40M+ in Documented Savings
Our track record includes $40M+ in verified client savings, a $130M M&A integration across 90+ global facilities, and an end-user computing transformation for 18,000 employees. We deliver measurable outcomes — not just recommendations.
20+ Years of Enterprise Experience
Our consultants average 20+ years of enterprise IT experience across Fortune 500 and mid-market companies. We have run the same programs we are being asked to lead — across SAP, Oracle, Salesforce, ServiceNow, and large-scale transformations.
Strategy Through Execution
We do not hand you a strategy deck and walk away. Our teams stay engaged from initial assessment through go-live — accountable for outcomes, not just deliverables. If we recommend it, we are prepared to execute it.
Boutique Agility
As a boutique firm, we move faster, adapt to your priorities, and work with your team rather than around it. No bureaucracy, no layers of overhead — just focused, senior-led execution from day one.
A Partner, Not a Vendor
We build long-term relationships grounded in trust and integrity. Many of our clients have engaged us across multiple initiatives and refer us to peers — because we do what we say we will do, every time.
