Restructuring of projects and programmes
A programme in difficulty is not necessarily doomed.
A programme facing difficulties is not necessarily doomed to failure. Delays, budgetary overspending, governance weaknesses or a loss of confidence can sometimes be rectified if the causes are identified early enough.
The challenge lies in distinguishing between what can be addressed through manageable adjustments and what requires a more fundamental reassessment of the original course.
The AIGDD carries out this critical assessment, clarifies priorities and creates the conditions for a revival, a turnaround or, where necessary, a reorientation of the programme.
Diagnosis and security measures
The analysis focuses on the underlying causes of underperformance: governance, planning, responsibilities, resources, risks, contractual commitments, coordination and the quality of monitoring. Critical priorities are identified in order to curb deviations, safeguard achievements and re-establish the minimum conditions required to keep the project under control.
Recovery plan
The recovery plan is based on a realistic course of action, drawn up on the basis of available capacity and identified constraints. It sets out the corrective measures, responsibilities, deadlines, risks to be addressed and the necessary checkpoints required to bring the operation back under control.
A fresh start or a change of direction
Once the conditions for continuation are met, the project is returned to a stable implementation trajectory. If the findings show that the initial objectives, scope or arrangements are no longer sustainable, a reorientation is proposed in order to ensure the intervention remains relevant and that resources are used responsibly.
The chosen course of action is then closely monitored, based on checkpoints, alerts and regular verification of the corrective measures implemented.