Discrete products on one workspace. Each addresses a problem a senior responsible officer owns, and each is usable on its own.
A working demonstration on your own problem takes days; production software takes weeks. If the product you need is in development, that is a conversation rather than a wait.
Production
The case for the programme has to be made, and remade when it changes.
Structured exercises work through the strategic case — the case for change, the options, and why each was ruled in or out. The Green Book and the Five Case Model shape the structure. Every option, rejection and reason is kept on the record.
In development
Benefits are defined at approval and nobody can evidence them afterwards.
Define benefits so they can be measured, carry them from the business case through delivery, and hold the evaluation plan the Treasury's own guidance asks for. The published evidence makes this the largest gap in the portfolio.
In development
Options are generated to justify a decision already taken, and it shows under scrutiny.
Generate and appraise a genuine long list, record the appraisal against stated criteria, and keep the reasoning for the options that were rejected — the part that is hardest to reconstruct later.
In development
The risk register is maintained for assurance rather than for managing anything.
Risk as a management tool with a reporting output, not a spreadsheet maintained for a review. Government's project data standard sets a monthly cadence for risk scoring, so the rhythm is becoming the expected one.
In development
Board papers are assembled by hand, every cycle, from sources that disagree.
Board and assurance reporting drawn from the programme's own record, so the paper reflects what the evidence says rather than what was available the night before.
If it is one in development, a working demonstration on your own problem takes days. That is the fastest way to find out whether this is worth your time.
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