Your portfolio has a project that should have died eighteen months ago. Everyone in the room knows it. It gets approved again anyway, in four minutes, as agenda item seven.
This is not a courage problem and there is no villain. It is a design problem. Approval is an event and continuation is a default. The person who owns the benefit is not the person who owns the spend. Stopping produces a visible loss and an invisible gain. And nobody in the building has a stopped project in their objectives.
In under an hour you get three things a certification will not give you: six observable signals that a project should end, scored on a single sheet, plus the one question that does not score and why. The six moves that make a stop conversation survivable for the person proposing it. And four changes to governance that make the next one die earlier and cheaper.
Worked end to end on one portfolio, with the numbers on screen. You leave with a one-page checklist and one thing to do on Monday.