Cord of Three Project Alignment Assessment

Capital

• □The amount and timing required are built from the current cost basis.
• □The parties and their obligations are documented.
• □Contingency and shortfall paths exist before they are needed.
• □Reporting expectations are agreed in format and frequency.

Development

• □Control, approvals and utilities are documented and current.
• □The assumptions register exists and is maintained with dates.
• □The programme matches what the site and the approvals permit.
• □One person is accountable for the sequence of decisions.

Construction

• □The pricing basis matches the design stage.
• □The delivery method and contract form are chosen deliberately.
• □Authority, change and payment controls are in place before mobilisation.
• □Long-lead exposure is identified with current availability.

Alignment between the three

Most projects fail between disciplines rather than inside one.

• □Capital and development: does the funding structure match the approval timeline?
• □Development and construction: does the design stage support the price and schedule being relied on?
• □Construction and capital: do draw mechanics match how the work is actually built and paid?
• □All three: does one record of cost, schedule and assumptions serve every party?
• □All three: when an assumption fails, is it clear who decides and who is informed?

Reading the result

• □One weak discipline is a work item. Two are a sequencing problem.
• □Strong disciplines with weak alignment is the most expensive pattern, and the least visible.
• □Any 0 in alignment should stop a commitment until it is resolved.
• □Re-assess at each stage gate; alignment decays quietly as facts change.
• □Record the date and the evidence. An assessment without evidence is an opinion.