By Lewis Gray
The next decision deserves fresh evidence.
A project can acquire momentum long after the original case has weakened. Teams may defend it because they have worked hard, because stopping feels like admitting failure, or because no one wants to own the change of direction. Those are understandable pressures, but they do not improve the next decision.
Make reassessment part of the process.
Agree review points before a project starts. Ask what has changed, what evidence supports continuing, and what conditions would trigger a pause or a different approach. Separate the cost already incurred from the benefits and risks of the next step.
What this means for risk management.
Risk frameworks should help leaders revisit assumptions and make decisions, rather than record a decision that has already been made. GRA can support structured reviews, risk workshops and reporting that makes those choices visible.
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