Some Thoughts on Managing Troubled Projects

by Tan Kim Khim Roland, PMP, PPM

 

Introduction

Achieving project success is an exception rather than the norm.  PMI (PMI, 2013) reported that for organizations that reported a low Organizational Project Management Maturity Level, only 39%, 44% and 53% of their projects are delivered on time, within budget, and meeting their original business goal respectively.

Thus every project manager had definitely been involved in some unsuccessful or troubled projects during his or her career.  When such situation arises, what should a project manager do?  Accordingly to expert (Humphrey & Thomas, 2010, p. 147), a project manager has three choices ahead of him:

  1. Keep plugging away and hope things will improve;
  2. Look for another job; or
  3. Try to fix the problem

Of course, the first two choices are unacceptable, as they do not help tackle the problem.  As a credible project practitioner, you must try to fix the problem.

Why Must You Fix The Problem?

As a professional, you should not run away from troubled projects.  Doing so is an irresponsible act of a project practitioner. We should try to fix the problem for the following reasons:

  • We should be honest in reporting the status of the projectChapter 5 of PMI’s Code of Ethics stated that it is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct.
  • We should also be fair to our stakeholders. Chapter 4 of PMI’s Code of Ethics stated that we should make decisions and act impartially and objectively. Our conduct must be free from competing self-interest, prejudice, and favoritism. Running away from troubled project is a selfish act that is unfair to our stakeholders.
  • If we are able to help salvage a trouble project, we will become credible and earn the trust of our stakeholders.

We are not alone in wanting to fix the troubled projects.  Our project customers will be our partners in tackling the problem.  This is because:

  • They already know that there are problems in the projects;
  • Our customers want solutions; not problems; and
  • Our customers also want cooperation and collaboration instead of competition from us.

With these perspectives, project managers should demonstrate their bravery and lead the effort in restoring or salvaging trouble projects.

 

Managing Troubled Projects

The following are the principles of managing troubled projects:

 1.  Start your planning afresh

  • Discard your old Baggage

Wherefore seeing we also are compassed about with so great a cloud of witnesses, let us lay aside every weight, and the sin which doth so easily beset us, and let us run with patience the race that is set before us.

Hebrews 12:1

As a case in point, one of my client engage my company to salvage a troubled Enterprise Resource Planning (ERP) project.  At first our consultants tried to understand the current project in order to identify what went wrong.  Very quickly we found that it was not the right thing to do as there was too much history and corporate politics involved.

We went back to the sponsor and explained to him that it would be better to re-do instead of to salvage the project as the later option might be costly and there is no guarantee of completing the projects.  After some persuasion, the sponsor agreed to our proposal of redoing the project by proposing a different solution that meets their corporate objectives.  The new project was planned and implementation of the solutions progress quickly thereafter.

 

  • Do not look back

But his wife looked back from behind him, and she became a pillar of salt. 

Genesis 19:26

To discard an old baggage also means that you should not look back and be sentimental about what was done.  The consequences of clinging onto the old baggage are:

    1. You will not be able to focus on the project objectives. Admiring or whining about the good old days of previous project will not contribute towards project success.
    2. Your relationships with key stakeholders might be poisoned due to the old baggage. If your hand is full of the past, how can you receive new things?
    3. Isolate yourself with bitterness of the old project as these are stumbling blocks and obstacles for the implementation of your new projects.

 2.  Move forward

  • Move quickly

And when the morning arose, then the angels hastened Lot, saying, Arise, take thy wife, and thy two daughters, which are here; lest thou be consumed in the iniquity of the city.

Genesis 19:15

As the client already had a previous bad experience, it is important to rebuild their confidence of your new proposed solutions.  You need to move fast and show some results as quickly as possible.  Following are some of the best practices to rebuilding client confidence:

    • Break the project into multiple, manageable phases;
    • Preferably some agile methodology (such as SCRUM) should be used as it will also help to get user be more involved;
    • Time box each phase (or iteration if agile methodology is adopted) to be 3 months or less;
    • Score some quick-win as quickly as possible as this will boost clients’ confidence.

  • Learn the Lesson

Brethren, I count not myself to have apprehended: but this one thing I do, forgetting those things which are behind, and reaching forth unto those things which are before

Philipians 3:13

 

Although we might want to forget about the troubled project, we should learn a few lessons from it too.  Actions needed are briefly stated below:

    • Acknowledge the past and record the lessons learnt: the DO’s and the DON’Ts;
    • Complete the incomplete tasks and are necessary for the new solution;
    • Take responsibility for the present, not the past;
    • Close the chapter of the old project.
  • Celebrate Success

And we know that all things work together for good to them that love God, to them who are the called according to his purpose.

Romans 8:28

At the end of the project, you should show gratitude to all the stakeholders of the project.  They, too, are part of the team that helps to achieve the objectives that are not achieved in the troubled project.  They bear the trials and tribulations with you and they should also have a share in the joyous celebration of project success.

Conclusion

When confronted with troubled project, one of the challenges for project manager is to assess whether it is worth salvaging.  This article offers a few tips in how to deal with projects that are beyond redemption.  It is also an important skill that a project manager should possess.

About the Author

kkrolandtan 

Tan Kim Khim, Roland is the Founder and CEO of eEnterpriseOne Pte Ltd, an Oracle Gold Partner specializing in the implementation and support of Oracle-JD Edwards ERP Solution and Oracle Database in Singapore and Asia.

 A Certified IT Project Manager (CITPM) and a PMP, he was a Board Member of the PMI Singapore Chapter from 2001 to 2010. He co-organized the SPMI Symposium in 2009 and receives the SPMI Volunteers Award for Extroadinary Contribution in 2010.

An active member of the Singapore Computer Society, he currently holds the position as a Committee Member of the “Supply Chain Management” SCM Interest Group, formed to promote the professionalism and interests of professionals in the SCM Industry.

Socially, he was involved in grass-root activities for over 25 years during his younger days from 1968 to 1995. He was awarded the Public Service Award (PPM) by the then President of Singapore in 1982.


Works Cited

PMI. (2013). PMI's Pulse of The Profession: Driving Success in Challenging Time. Project Management Institute. Newtown Square: Project Management Institute.