Get your project moving
Posted: Sun Jan 19, 2025 10:26 am
During war room discussions, stakeholders often propose a replacement project instead of a rescue. It is a viable option to kill the project, retaining only the essential functional parts of the original attempt, and work on creating a new plan.
If you ultimately decide to start over, forego salvaging the project entirely. Justify the replacement project on its own merits (yes, this means changing the budget, staffing, scope, etc.). In other words, this scenario ends with the project manager terminating the project with the intention of trying again later.
Key tasks: Set up your war room, re-engage stakeholders, and create a preliminary plan for moving forward.
Step 4:
Project failure
After the war room meeting, your next steps are follow-up gcash database - even if you and your team have decided to kill your project (though that's beyond the scope of what we'll talk about today). Real project rescue starts here.
In many ways, this last step is the hardest part of rescuing a project. Re-engage stakeholders in the content of the new project plan. Confirm the project's progress with everyone involved, in detail, with clear commitments for each team member. At this stage of the project, you should be able to finalize your plans quickly - in less than a day or two.
Remember: trust is key here. Hesitation and procrastination can limit team commitment and lower morale. You are the general; prepare your troops to fight again!
Test where possible by removing unknown variables (e.g. whether preferred contractors are free or whether key team members with specialized skills have been pulled from other projects). Often project managers will not encounter these challenges, but when they do, make sure your communication is clear. Confirm that new stakeholders are taking on new project responsibilities.
As the project moves forward, be sure to clearly describe the profile, scope, and size of the new project to the core team and beyond. Highlight the expected results and explain how the project fits into the company’s goals. Don’t be shy about what these changes might mean on a larger scale. While you may get feedback, be upfront: the project is ongoing.
Key actions: Finalize how your project will progress, confirm responsibilities, and change organizational expectations.
If you ultimately decide to start over, forego salvaging the project entirely. Justify the replacement project on its own merits (yes, this means changing the budget, staffing, scope, etc.). In other words, this scenario ends with the project manager terminating the project with the intention of trying again later.
Key tasks: Set up your war room, re-engage stakeholders, and create a preliminary plan for moving forward.
Step 4:
Project failure
After the war room meeting, your next steps are follow-up gcash database - even if you and your team have decided to kill your project (though that's beyond the scope of what we'll talk about today). Real project rescue starts here.
In many ways, this last step is the hardest part of rescuing a project. Re-engage stakeholders in the content of the new project plan. Confirm the project's progress with everyone involved, in detail, with clear commitments for each team member. At this stage of the project, you should be able to finalize your plans quickly - in less than a day or two.
Remember: trust is key here. Hesitation and procrastination can limit team commitment and lower morale. You are the general; prepare your troops to fight again!
Test where possible by removing unknown variables (e.g. whether preferred contractors are free or whether key team members with specialized skills have been pulled from other projects). Often project managers will not encounter these challenges, but when they do, make sure your communication is clear. Confirm that new stakeholders are taking on new project responsibilities.
As the project moves forward, be sure to clearly describe the profile, scope, and size of the new project to the core team and beyond. Highlight the expected results and explain how the project fits into the company’s goals. Don’t be shy about what these changes might mean on a larger scale. While you may get feedback, be upfront: the project is ongoing.
Key actions: Finalize how your project will progress, confirm responsibilities, and change organizational expectations.