We turn down projects. Not because we're selective for status - because an engagement that isn't set up to succeed helps nobody.
Before we start, we want to understand three things clearly.
First, the problem. Not the feature list - the problem it solves for a real person, and how you know it's a problem. If we can't describe who uses this and why, we're not ready to build it.
Second, the constraints. Deadline, budget, team, regulatory environment, existing systems. Constraints aren't obstacles; they're the shape of the solution. A project without constraints is a project without decisions.
Third, the definition of done. What does the organization get when this ships, and how will we know it worked? If we can't agree on that in writing, we'll disagree about it later.
If a project survives those three questions, it's worth doing right. If it doesn't, we'll tell you - and usually, that conversation is the most valuable hour we spend together.