January 12, 2007 – How to Really Fix a Failing Project

You project is in trouble. You know it. Your team knows it. But somehow you have been able to keep it from your management. You need a quick fix. But there aren’t any. What can be done to get back on track? Since yesterday's ideas didn't help, here are some suggestions that might point you in the right direction.

Refocus the Scope. Begin by going back to the defining documents including your Charter, Statement of Work and approved Change Requests. Figure out what you have committed to accomplish. Conversely, document all of the things that were unofficially added to the project. What you are trying to obtain is a clear understanding of the commitments and the expectations of others. With these lists in hand, meet with the project sponsor (or similar key stakeholders) and agree on what should be part of the current effort.

Draw up the Schedule. Based on the remaining effort and current resources, recalculate the schedule. Forget the deadlines placed on the project at this point. Given the amount of work and people available, determine a realistic timeframe to complete the revised scope.

Determine the Cost. Find out what the budget is and how much has already been spent. After calculating the difference between the two amounts (hopefully it isn’t negative) compare it to what remains to be done. Based on your revised schedule run the numbers to determine a reasonable Estimate to Complete.

Review Lessons Learned. Meet with the team and other stakeholders to determine where the project went wrong. Develop a list of steps to take in order to avoid the same thing happening next time.

Develop Alternatives. Using the scope, schedule and cost information review the options available. Based on the Project Triangle* that pits scope, time and cost against each other, consider the impact of each of your options on those factors. Will your plan include adding more resources? Extending the date? Reducing the scope? Although “Phase 2” is always the answer most project jokes, it can be a solid alternative. In some extreme cases the right decision will be to cancel the project. Although an unpopular choice, some projects need to be dropped. Reduce the testing phase is usually the popular option, but I don’t suggest it.

Admit Reality. Once you have drawn up a couple of viable alternatives, present them to the management team. Begin with a healthy dose of reality. Management does not like going through the failed project dance. If they have to do it twice things get ugly. Lay out the situation, preferably without playing the blame game. Then present your plans for getting back on track. Let them help you talk through the options and make suggestions.
Start Fresh. Issue a revised scope statement, obtain the funding, reset the schedule and obtain appropriate approvals. You have been given a new lease on your project. Work the plan and make sure to incorporate the Lessons Learned from your first attempt.

* Project Triangle: Picture a triangle where each of the three sides represents Scope (or functionality), Time and Cost. If you change one side it impacts the other two. Reducing the size of the Scope side will allow you to reduce the Time and/or Cost side. It is the same for the other sides as well. This is a standard and effective way to communicate the struggle between the three.

January 11, 2007 – How to Fix a Failing Project (Not)

You project is in trouble. You know it. Your team knows it. But somehow you have been able to keep it from your management. You need a quick fix. What can be done get back on track? Here are some tried and true ideas that could do the trick.

Rename the project. The beauty of this is that people won’t recognize it. It is like a new lease on life. People will soon forget the problems with the old project and focus on the new and improved one. Just don’t use the name “The Project Formerly Known As….”

Declare victory. If your project had 10 objectives but you only accomplished 3, hide the Scope Statement and throw a big party. Convince the business that the 3 that were implemented were the only ones they really needed.

Restructure the team. Obviously fresh legs are needed to carry the project forward. It doesn’t even need to be new people. You could try just shuffling them around a bit, maybe elevating a new team lead. Easier still, just rename the resources.

Blame the requirements. Evidently the business didn’t know what they were asking for or they would have been clearer. If the requirements were better written the project would be done by now. Better go back to square one and rewrite the requirements.

Begin Phase 2. This is the ultimate fix. Phase 1 was obviously a learning experience and created a foundation to build on. Phase 2 is where it will all come together. Used with the declaring victory tactic this can be extremely successful.

If you use these tools you will baffle and amaze your critics.