What is being asserted?
Status, value, timing, cost, operational readiness and risk control are expressed as testable claims.
SPQR methodology
Status is a claim.Evidence makes it defensible.
SPQR does not ask whether a programme is green. We test which claims support the status, which dependencies are critical and what evidence actually justifies the next management decision.
The decision network
A programme is not a linear plan.
It is a network of business outcome, requirements, accountability, capability, architecture, data, vendors, risk, economics and evidence. The analytical value lies in the relationships between them.
Choose a node: the relationships show why a programme decision should never rest on one status colour.
How SPQR thinks
Not everything matters equally.
The review compresses a broad programme network into the few claims, evidence gaps and dependencies that change the executive decision.
What supports the claim?
Documents, data, decisions, tests and stakeholder accounts are connected; contradictions and gaps become visible.
What changes the decision?
SPQR isolates dependencies whose failure materially changes outcome, funding, go-live or remaining options.
From network to recommendation
The evidence determines the direction.
The result is not a methodology display but a reasoned management recommendation with conditions, accountable owners and immediate priorities.
Continue
When outcome, plan and critical dependencies are sufficiently supported — where necessary under explicit conditions.
Reset
When the goal remains sound but capability, accountability, architecture or delivery model must materially change.
Stop
When value, economics or feasibility are no longer defensible and further commitment lacks a responsible case.
SPQR Knowledge
The methodology applied to concrete management questions.
Next step
Which claim in your programme now needs evidence?
In a confidential 20-minute fit call, we clarify the decision, urgency and whether an independent review is useful.