The market or organization changed during delivery. Is the original value still relevant?
Stale value propositionReassess the intended outcome against current needs and alternatives. Continuing efficiently toward an obsolete goal can be worse than changing or stopping the project.
What to do now
- Identify the changed context
- Revalidate the user or business need
- Compare continuation, adaptation, and stopping
- Obtain an authorized investment decision
When to escalate
Escalate when
The original benefit is no longer credible or strategically relevant.
Who decides
The product or business benefit owner
Example
A planned service is narrowed after a policy change removes much of the original demand.
Mistake to avoid
Defending the plan solely because substantial effort has already been spent.
Prevent a repeat
Compare observed outcomes with the baseline and separate forecast benefits from benefits actually measured.
Suggested ApprovedFlow setup
- Projects
- Tasks
- Documents
Keep the intended outcome and measurement plan with the project, and assign improvement work to an accountable business owner. See the platform
Related cases
- The project is on time and on budget, but nobody uses the result. What went wrong?Delivery without realized value
- How do we distinguish an output, an outcome, and a benefit?Value-chain confusion
- Our acceptance criteria change after delivery. What should we do?Moving acceptance boundary
- A requirement changed after testing began. How do we handle it?Late requirement change