Holds every active bet against its own stage gates, so projects that should stop, stop.
decision velocity
to the Scan's evidence — before any scope
to a system in production, not a pilot
modeled targets · not client results · timings are CRFT's standard engagement
Projects are easy to start and nearly impossible to stop. Stage gates exist on a slide. The real portfolio review is annual, so a bet that failed its premise in month two runs until month eleven, consuming the capacity the next bet needed.
Where the Scan startsWith your current bet list, stage gates and how long dead projects survive.
Four lines, the same four on every system we build. Where they fall is what makes this one different from the last one.
The signals it works from. Typically connects to Project tracking, Finance, Resource planning and Documents.
The calls it makes on its own, unattended, every time it runs.
Into the tools the work already lives in.
Killing a project is a leadership act with people attached to it. The system makes the case unavoidable and dates it; a person still has to make the call and tell the team.
The same four legs as every CRFT engagement — written for this system rather than in general.
We audit how long your last five stopped projects took to stop, measured from the point the evidence was already in. That number is the opportunity.
Scope is set by how well gates are defined. Vague gates have to be sharpened first, and that is a working session rather than a build.
Status first, recommendations later. A governor that argues before it is trusted gets ignored on both.
Decisions and their outcomes teach it which early signals actually predicted a bet's fate here.
Time from evidence to decision, and capacity released from stopped work.
Five inputs, a published price, a report in 48 hours. Decide with numbers — then own what gets built.