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Bertrand GUERARD
CEO at PROPRISM
Waterloo, Belgium
With 20+ years leading project controls, PMO, and predictive scheduling across complex CAPEX portfolios in life sciences, energy, infrastructure, nuclear, and offshore industries, I help organisations transform how they plan, govern, and deliver major projects.
Founder of PROPRISM, I advise project leaders, engineering directors, and PMO heads on turning project controls into a strategic advantage — integrating schedule, cost, risk, change, and contracts into true decision intelligence.
My work sits at the intersection of data, behaviour, and strategy: building systems where visibility drives trust, trust drives predictability, and predictability accelerates CAPEX delivery.
I’ve supported multinational organisations (GSK, UCB, Takeda, MSD, Jan De Nul, Sweco, DPS Group…) and mentored PMO leaders globally. I teach Project Management at Université Paris-Saclay, speak on schedule-risk integration and high-maturity controls, and publish daily insights to 20,000+ project professionals on LinkedIn.
Creator of the Strategic Controls Framework™, I specialise in:
• Predictive & AI-enabled scheduling
• Portfolio governance & decision velocity
• Schedule–cost convergence
• Integrated risk & Monte Carlo analysis
• Controlled change & scope governance
• PMO design for large CAPEX environments
My mission: help 100 million managers build reliable, confident, data-driven projects, and reduce the €2T lost every year due to poor project controls.
Areas of Influence: Project Management, Project Controls, PMO, Portfolio Governance, Predictive Analytics, AI in Projects, Schedule Risk Analysis, Project Leadership, Planning & Scheduling, CAPEX Strategy.
You're Not Scheduling/ You're Just Reporting
Linkedin
May 18, 2026
Schedulers, brutal question:
Are you actually scheduling?
Or are you just maintaining the evidence that time has already been lost?
Because many schedules do not control projects.
They describe them.
They are updated after the fact.
Reviewed after decisions were missed.
Corrected after logic collapsed.
Rebaselined after confidence disappeared.
Presented after everyone already knows the answer.
That is not scheduling.
That is reporting with bars and dates.
And now AI makes the distinction even more uncomfortable.
A 79% cost overrun rarely begins with a red dashboard.
McKinsey found average cost overruns of at least 79% and schedule delays of 52% across large projects.
But I do not think these gaps appear suddenly.
Before a project becomes political, the truth usually becomes polite.
I have seen this moment many times.
It does not start with conflict.
It does not start with shouting.
It does not start with a steering committee crisis.
Project Controls: Do's and Don'ts
LinkedIn
May 13, 2026
The most dangerous project I ever saw was not red.
It was green.
Green status.
Clean slides.
Confident reviews.
And then, suddenly:
A delayed decision.
A forecast nobody fully trusts.
A contingency quietly consumed.
A critical path that had changed weeks before.
A recovery plan that arrived too late.
That is when you realise the problem was never the dashboard.
The problem was the illusion of control.
How to Think Though a Project Change
LinkedIn
May 11, 2026
A change log can be perfectly updated… and still tell leadership the truth too late.
PMI once reported that 52% of projects experienced scope creep or uncontrolled scope changes.
Most projects do not ignore change.
They record it.
They classify it.
They price it.
They approve it.
They close it.
But the real question is not:
“Do we have a change log?”
The real question is:
Do we understand the logic of what each change is doing to the project?
From Schedule Detail to Executive Consequence
LinkedIn
May 07, 2026
Only 8.5% of large projects are delivered on time and on budget.
That figure from Bent Flyvbjerg’s research should make every sponsor pause.
Yet in many executive reviews, the reflex is still the same:
“Can we see more schedule detail?”
More activities.
More milestones.
More dashboards.
More Primavera screenshots.
But I have rarely seen a sponsor fail because they did not understand activity 4327.
I have seen sponsors struggle because no one translated a slipping interface, disappearing float, or compressed commissioning window into executive consequence.
That is not a schedule detail problem.
It is a schedule literacy problem.
Can I see your decision log?
Linkedin
May 04, 2026
A reflection on why decision logs are a powerful indicator of project governance maturity, exposing whether teams truly convert signals into decisions, ownership, trade-offs, and action.
When the data was correct... but useless
LinkedIn
May 02, 2026
A strategic project controls reflection on why accurate data is not always useful data.
The post explores how dashboards, reports, and metrics only create value when they translate variance into consequence, decision pressure, and timely intervention.
It argues that the next maturity leap in project controls is not better reporting, but decision-grade intelligence.
A recovery plan without trade-offs is just hope in PowerPoint
Linkedin
May 01, 2026
Recovery plans often look reassuring on slides. But without explicit trade-offs on scope, cost, risk, governance, and decision rights, they are not recovery plans; they are optimism in PowerPoint.
The moment a project stops telling the truth
LinkedIn
April 30, 2026
98% of megaprojects suffer cost overruns of more than 30%.
77% are at least 40% late.
And still, the most dangerous moment in a project is not when the dashboard turns red.
It is when the dashboard stays green
because the truth has already been edited.
Project Controls is not Overhead. It is margin defense.
LinkedIn
April 25, 2026
A strategic reflection on why Project Controls should not be seen as administrative overhead, but as a margin protection system that helps prevent forecast drift, uncontrolled change, late decisions, contingency leakage, and financial loss.
The scebhdule exists. But nobody uses it for decisions.
LinkedIn
April 24, 2026
A schedule is not a reporting document. It is a decision tool that should help leaders act before delay becomes visible.
This post highlights a common project failure: the schedule exists, but it no longer influences decisions.
Real schedule maturity is not about detail. It is about whether the plan is trusted enough to guide executive decisions.
When decisions are made outside the schedule, projects lose visibility on consequence, path risk, and recovery options.
The real test of schedule maturity
LinkedIn
April 23, 2026
Schedule maturity is not a planning metric. It is an executive capability.
This post argues that the real test of maturity is whether the schedule helps leadership see pressure early, evaluate trade-offs, and make better decisions before delay becomes visible.
Float doesn't disappear randomly? Decisions consume it
LinkedIn
April 22, 2026
Float rarely disappears by accident. It is usually consumed by delayed decisions, unmanaged change, unresolved interfaces, and risks that never make it into the schedule.
By the time the finish date moves, much of the recovery space is often already gone.
The 7 Signals Your Forecast is No Longer Trusted
LinkedIn
May 19, 2026
This article explores why project forecasts often lose trust before they become visibly wrong.
It introduces the Forecast Trust Chain:
Signal → Interpretation → Ownership → Decision → Intervention
And explains the seven warning signs that a forecast is no longer used as a decision signal.
A practical perspective for PMOs, sponsors, project controls leaders, and CAPEX executives who want to improve forecast integrity, governance quality, and delivery confidence.
When Truth Decomes Unsafe: Why Project Controls Fails First
LinkedIn
May 12, 2026
Project controls often fails before the dashboard turns red, when technical truth becomes politically unsafe.
This article explores how forecasts, schedules, risks, and governance processes can shift from control mechanisms to reassurance tools when organizations delay uncomfortable decisions.
It introduces a practical framework for mature controls: protecting the path from signal to visibility, escalation, decision, and action.
Reporting Is Not Control: From Visibility to Intervention
LinkedIn
May 05, 2026
Reporting Is Not Control: From Visibility to Intervention challenges the common misconception that better dashboards create better control.
The article reframes PMO and project controls maturity around decision intelligence, forecast credibility, decision debt, and earlier intervention, showing how AI can help only when it strengthens governance and accelerates decisions, not just reporting.
Float is not spare time. It is the project's remaining decision capacity
LinkedIn
April 28, 2026
Most projects do not lose control on the day the critical path turns red.
They lose control earlier.
Quietly.
Through slow decisions.
Late approvals.
Procurement drift.
Unresolved interfaces.
Optimistic assumptions.
Changes discussed commercially but not integrated logically.
The schedule often contains the warning.
But the warning is hidden in a signal many leaders still treat as technical:
Float.
In many projects, float is still seen as spare time.
A planning calculation.
A buffer.
A number buried in the schedule until the critical path finally turns red.
But that is a dangerous simplification.
Float is not a discretionary contingency pool.
It is evidence of remaining schedule resilience.
More importantly, it is the project’s remaining decision capacity.
The critical path shows where the project is already exposed.
Float erosion shows where the project is becoming exposed.
That distinction matters.
Because by the time an activity becomes critical, the project has often been losing control for weeks or months.
I wrote this article to explain why float may be one of the most misunderstood signals in project management, and why project leaders, PMOs, sponsors, and project controls teams should treat float erosion as a governance warning, not just a scheduling metric.
Read the full article
Float is the project’s remaining ability to decide before delay decides for you.
Where do you see float being silently consumed most often?
Procurement, approvals, interfaces, change, or slow decisions?
The 7 governance blind spots that make complex projects present as controlled until it is too late
LinkedIn
April 21, 2026
A project can be reviewed regularly, reported professionally, and still be poorly governed.
That is the uncomfortable truth.
In complex projects, governance rarely fails in one visible moment.
It fails earlier.
It fails when signals stop becoming decisions.
When decisions stop becoming interventions.
And when dashboards continue to present control that no longer truly exists.
That is the theme of my latest article:
The 7 governance blind spots that make complex projects present as controlled until it is too late
In it, I explore why governance should be understood not as a reporting ritual, but as a decision system.
Because projects are not saved by visibility alone.
They are saved by the ability to detect drift early, escalate meaningfully, and intervene before recoverability disappears.
The article introduces a lens I believe matters more than most governance frameworks admit:
The Governance Conversion Chain
signal → decision → intervention → outcome
When that chain breaks, governance may still look active.
But it is no longer protecting the outcome.
If you lead projects, PMOs, controls, portfolios, or capital delivery, this article was written for you.
I would value your perspective:
Where do you think governance usually fails first in real life?
Why project controls fail long before the dashboard turns red
LinkedIn
April 14, 2026
Most projects do not lose control when the dashboard turns red.
They lose it earlier.
When the schedule is still updated, but no longer trusted.
When risks are still documented, but no longer converted into forecast or action.
When cost and schedule still exist, but no longer tell the same delivery story.
When governance keeps reviewing tension, but decisions arrive too late to protect the outcome.
That is the pattern I explored in my latest LinkedIn article:
Why project controls fail long before the dashboard turns red
It is a strategic view on the hidden breakdowns that weaken predictability before visible KPI deterioration appears.
If you work in project controls, PMO, CAPEX delivery, or executive governance, this is the question worth asking:
Is your control system still helping leaders act early, or only helping them explain problems later?
Read the article here. And if this is your world, follow my work for deeper thinking on project controls, governance, and delivery predictability.
Founder | Head of Project Management | Project Planning & Controls
PROPRISM
January 01, 2015
Founded a project planning niche consultancy business and run and manage all day-to-day matters of the business. Spearhead clients’ project management, strategic business planning, and performance against customers’ projects implementing systems and processes. Orchestrate delivery of high-quality lifecycle projects for clients such as Jan De Nul, GlaxoSmithKline, MSD, and Sanofi.
M2 Protection and Management of Innovation in Health
Universite Paris Saclay
January 01, 2020
The Master 2 PIMS provides a unique professional program at the crossroads of science, law, and economics. It prepares graduates to manage health innovation projects by combining expertise in R&D, regulatory affairs, intellectual property, and business strategy. The curriculum integrates lectures, case studies, and internships, fostering strong connections with industry and research
Join Thinkers360 for free! Are you a Reader/Writer, Thought Leader/Influencer (looking to increase your earnings), or an Enterprise User (looking to work with experts)?
Can I see Your Assumptions
You're Not Scheduling/ You're Just Reporting
When Reporting Replaces Reality
If bad news permission to travel, the forecast is already political
The schedule is not there to make people comfortable. It is there to make reality visible.
When Truth Becomes Polite
Project Controls: Do's and Don'ts
How to Think Though a Project Change
From Schedule Detail to Executive Consequence
The Golden Rules of Scheduling
Your project controls problem may be an operating model problem
Can I see your decision log?
When the data was correct... but useless
A recovery plan without trade-offs is just hope in PowerPoint
The moment a project stops telling the truth
Your critical path may not be in construction. It may be sitting in procurement.
Project Controls is not Overhead. It is margin defense.
The scebhdule exists. But nobody uses it for decisions.
The real test of schedule maturity
Float doesn't disappear randomly? Decisions consume it
Can I see your risk-to-schedule link?
The quiet phase before claims start
79% cost overrun. 52% schedule delay.
Can I see your float strategy?
The 7 Signals Your Forecast is No Longer Trusted
When Truth Decomes Unsafe: Why Project Controls Fails First
Reporting Is Not Control: From Visibility to Intervention
Float is not spare time. It is the project's remaining decision capacity
The 7 governance blind spots that make complex projects present as controlled until it is too late
Why project controls fail long before the dashboard turns red
Founder | Head of Project Management | Project Planning & Controls
M2 Protection and Management of Innovation in Health
