Most project failures are not caused by insufficient effort or technical incompetence. They are caused by a governance structure that does not match the reality of the work: too much process where speed is needed, not enough structure where risk is high, and a model that was designed once at project kick-off and never revisited as the context changed. The result is teams that either spend more time reporting than delivering or operate without enough visibility and control to catch problems before they become expensive.
This session, led by Amine, an independent project manager with deep experience across complex delivery environments in banking and construction, introduces the ADAPT framework. It is a practical, reusable tool for building governance that fits your actual project context, designed to be reviewed periodically throughout the delivery lifecycle rather than fixed at the start. The session works through the full framework and then applies it to two real-world projects: a digital onboarding platform for a bank and a multi-site warehouse construction programme, showing how the same tool produces two completely different governance models.
Watch the full recording here:
Why the goal of project governance is just enough structure rather than maximum control, how to recognise when you have the balance wrong in either direction, and the specific conditions under which light, standard and enhanced governance each apply
The ADAPT framework in full: Assess the context (stable, turbulent or mixed), decide on the delivery approach, align your stakeholders, set the governance level and tailor your practices, including the guiding questions and expected outputs for each step
How ADAPT was applied in practice to a bank's digital onboarding platform, a six-to-seven-month, high-regulation project where the framework balanced speed with compliance by calibrating governance separately for UX, project management and regulatory reporting rather than applying a single model across the board
How the same framework produced an entirely different governance model for a logistics company constructing 40 warehouses across multiple sites, where operational predictability, contractor management and safety compliance required structured controls that would have been unnecessarily heavy in a software delivery context
How to handle stakeholder alignment in practice across complex environments: mapping power and influence, building communication strategies per stakeholder group and maintaining alignment as project scope, risk and personnel evolve over time
How to assess and adapt to company culture when entering a new project environment, why understanding the organisation's maturity level is as important as the technical governance decisions, and how to propose a model and adjust based on what the culture actually accepts