From evidence to action: The role of assurance in project success

Every project leader has faced the same uneasy moment: presenting to the board their project update report, with its on-time deliverables, glossy graphics and impressive metrics, but with a nagging concern that something critical has been missed. That’s where assurance can help.

This article distils expert insights from seven common questions about assurance, asked by project professionals, from early career managers to seasoned sponsors, in a recent APM meet-up.

Whether you’re steering a multimillion pound transformation or delivering a smaller initiative, assurance is the difference between hoping things are on track and knowing they are.

Q1: What is the difference between assurance and governance?

Assertion: Assurance informs governance by providing the evidence base for decision-making.

Reasoning: Governance is about making decisions, while assurance supplies the evidence to support them. Governance is owned by the sponsor group, ensuring alignment with legal and organisational objectives. Assurance acts as a supporting service, enabling informed and accountable choices.

Lesson: Don’t confuse the referee with the rulebook. Governance sets the rules; assurance checks the game is being played fairly.

Case Example: In a UK infrastructure programme, governance boards were receiving monthly reports showing “green” status. An independent assurance review revealed critical supply chain delays. Because assurance fed into governance, the board was able to intervene early, avoiding a six month delay.

Q2: Who gets value from assurance?

Assertion: The value of assurance depends on project scale, risk and leadership engagement.

Reasoning: Senior decision-makers benefit most when assurance aligns with their accountability and they are willing to act on its findings. Value varies across management levels, so assurance must be tailored. Ultimately, assurance is only useful if leaders are prepared to change direction when projects prove unviable.

Lesson: Assurance is not one-size-fits-all. A small IT upgrade may need a light-touch peer review, while a public sector programme demands multiple independent gateways.

Case Example: A local authority digital project used a single peer review to validate its business case, saving time and cost. In contrast, a national transport programme required a rolling assurance plan with quarterly reviews, reflecting its higher risk profile.

Q3: How much assurance is necessary and sufficient?

Assertion: Effective assurance is about the correct focus, not volume.

Reasoning: Publicly funded projects require more rigorous assurance to demonstrate value for money, while private projects often prioritise speed and shareholder value. Assurance should be planned in the business case, defining governance and risk management throughout the life cycle. Retrofitting assurance later is costly and ineffective, reinforcing the need for upfront planning.

Lesson: Plan assurance like insurance. You don’t buy cover after the accident.

Case Example: A healthcare IT rollout skipped early assurance to “save time.” When integration issues emerged, retrofitting assurance cost £2m and delayed delivery by nine months. By contrast, a utilities company embedded assurance from the start, catching design flaws before procurement — saving both time and money.

Q4: What is the role of assurance versus performance management?

Assertion: Assurance complements performance management by challenging overly optimistic reporting.

Reasoning: Success depends on competent people, not extra oversight layers. Assurance provides an independent perspective, countering strategic misrepresentation and “greenwashing.”

Digital project controls are valuable but cannot eliminate optimism bias, making assurance essential for accurate reporting.

Lesson: Performance management tells you how the team thinks it is doing; assurance tells you what the stakeholders need to know.

Case Example: A global IT programme reported 90% completion of testing. Assurance revealed that only 40% of critical test cases had been executed. This independent challenge prevented a premature go-live.

Q5: How can assurance help identify unknowns and unintended consequences?

Assertion: Well-scoped, risk-driven assurance uncovers hidden risks.

Reasoning: Projects inevitably face late changes. Assurance helps teams manage risk-informed change more effectively by improving visibility and coverage.

When combined with coaching and team development, assurance becomes an enabler rather than a hurdle, supporting delivery teams in adapting to uncertainty.

Lesson: Assurance shines a torch into the blind spots.

Case Example: In a hospital redevelopment, assurance reviews highlighted that new ward layouts didn’t meet fire regulations. Identifying this early avoided costly redesign after construction had begun.

Q6: Does assurance depend on leadership's willingness to listen and act?

Assertion: Strong leadership is essential for effective assurance.

Reasoning: Assurance only works if findings are acknowledged and acted upon. Providers and leaders must be aligned in purpose and messaging.

Convincing leaders requires clear evidence of benefit, persistence and the ability to handle difficult conversations.

Lesson: Assurance without leadership buy-in is just paperwork.

Case Example: A digital media programme ignored repeated assurance warnings about unresolved technical issues. The project was eventually cancelled, costing a hundred million pounds. In contrast, a financial services firm paused a transformation after assurance flagged unmanageable risks, saving reputational damage and allowing a successful relaunch.

Q7: What practical guidance is available for creating an assurance plan or report?

Assertion: The APM and its AIN offer resources and guidance for assurance practitioners.

Reasoning: The APM’s Measures for Assuring Projects and Programmes and the AIN’s community page offer insights, events, and forums for members.

Lesson: Don’t reinvent the wheel — use the frameworks already available and modify to suit.

Case Example: A project manager new to assurance used the APM guide to structure her first assurance plan. The clarity of scope and roles won senior stakeholder confidence and set a benchmark for future projects.

To summarise, the value of assurance lies in applying a tailored approach, focusing on vital insights and ensuring actionable recommendations are acted upon by strong leadership.