Troubled Projects

September 2008, Issue 103, Judy Umlas and Frank P. Saladis, Co-Publishers

/ allPM Letters
Date: Sep 16, 2008 - 04:07 PM From the Co-publisher's Desk - Frank P. Saladis, PMP

This month we focus our attention to a topic and a situation that many project managers attempt to avoid – managing troubled projects. The problem we seem to have is that regardless of all of the training that is available, all of the tools and techniques that have been developed, all of the best practices that are shared among project managers and the experiences and lessons learned from years of managing projects, many projects become “troubled.” Along with the troubled project there is usually a long list of troubled stakeholders. There are many reasons why projects develop problems. Any project manager can provide a long list of potential issues that can cause project problems or project failures. It is also well known that despite the efforts of a project manager to work with his or her team to develop clearly defined project objectives and detailed plans that include risk assessments, contingency plans, and other preventive measures, projects can develop trouble in an instant. A healthy project can breakdown at anytime and without much notice.

The intent of project management is to minimize project-related problems through the use of a defined methodology that includes significant interaction between the stakeholders and entities involved in the project. We emphasize the importance of communication between project team members and other stakeholders and the importance of strong leadership and commitment to the project. All of these will help to minimize the probability of experiencing project problems but I believe it is safe to say that every project will develop some type of problem or problems. Sometimes these problems can be managed expeditiously through a preplanned risk management process, an experienced project manager and project team. In some cases serious problems develop that require thoughtful review, patience, wisdom, and a little creativity.

Troubled projects, although undesirable, are a fact of life in the project management world and all project managers expect to deal with issues large and small throughout the project life cycle.

Some key factors to consider when managing troubled projects include:

• All projects develop some problems. These are, in many cases, just inconveniences and “snags” that can be handled without extreme effort. Before declaring a project to be “troubled” and creating a potential managerial escalation domino effect, make sure there is evidence to support that claim.
  
  
• Before escalating the problem, make sure you have gathered all the facts and are prepared to answer questions. Find out why the problem or problems developed. Obtain input from the project team members.
  
  
• Ensure that tolerance levels for variances have been defined. Variances will show up during a review of results. Determine if the variances are actually outside of specified tolerance levels.
  
  
• Determine the potential responses that can be used to resolve the problems and select the best option. Avoid “jumping to a solution.” There are many ways to solve problems. Although there may be severe time pressures involved, look for options, whenever possible.
  
  
• When the root causes have been identified and problems have been resolved, take time to assess the issue. Lessons learned sessions about project issues are invaluable.

In this issue of allPM.com newsletter, we have gathered information from several subject matter experts who have offered to share their experience and their knowledge to assist project managers in developing action plans that will reduce the probability of having to deal with major project problems and to manage through problems if they actually develop. We know that projects can be unpredictable at times and allPM.com is your source for information that can help to smooth out even the roughest periods in your project’s life cycle. Consider allPM.com as your “project psychologist” for all of your project troubles. Just read an issue and email us in the morning.