How do we identify projects that should be stopped?
Unreviewed continuationReview remaining value, strategic fit, feasibility, and cost rather than relying on historical approval. Use a transparent decision process so stopping weak work protects stronger priorities.
What to do now
- Identify weak or outdated assumptions
- Compare future value and cost
- Assess exit obligations and reusable outputs
- Obtain an authorized stop or reshape decision
When to escalate
Escalate when
An initiative no longer has a credible justified outcome.
Who decides
The portfolio decision authority
Example
A duplicate platform initiative is stopped and its useful discovery work transferred to the chosen program.
Mistake to avoid
Keeping projects alive solely to avoid reporting cancellation.
Prevent a repeat
Review whether active commitments fit available capacity and current priorities rather than just tracking project counts.
Suggested ApprovedFlow setup
- Projects
- Resources
- Documents
- Approvals
Use project and capacity records to support portfolio decisions, then record approved priorities and consequences explicitly. See the platform
Related cases
- How can a small organization get value from a PMO without hiring a large team?Lightweight portfolio coordination
- How do we plan a portfolio when strategy changes frequently?Unstable strategic demand
- Should a project continue when the remaining cost exceeds the remaining value?Continuation decision
- An emergency fix was applied overnight. What should happen afterward?Unreviewed emergency change