case study 9 2 getting the project team back on track

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Get Your Team Back on Track When a Project Is Failing

A key part of your job as a leader is to keep your team motivated and on track when things start to go sideways. Here are some strategies to try if a project is failing and you need to boost your team’s morale. Your team’s project might not be going well because the organization’s goals […]

A key part of your job as a leader is to keep your team motivated and on track when things start to go sideways. Here are some strategies to try if a project is failing and you need to boost your team’s morale.

Source: This tip is adapted from “Keep Your Team Motivated When a Project Goes Off the Rails,” by Rebecca Zucker

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Putting Projects Back on Track: a Practical Approach

Projects can get out of control which is the nightmare of the Project Manager!

My objective in this article is to describe how to get a project back on track based on my personal experience.

What You Will Learn

• 1 Background
• 2 How did I start?
• 3 How did I proceed?

A large and complex company website infrastructure should have been delivered in April as a fixed price contract. I was asked as fourth Project Manager in October (so already way over due) to finish the project. I was finished the next year June.

The company had arranged a big marketing campaign to announce their website which had to be postponed several times. At the supplier side the Project Executive (responsible for the overall contract and profit) has changed three times.

The (executive) management on both the client and supplier sides were ‘not happy’ and the pressure was huge. The project team was deeply demotivated and they were working on the client’s premises so having direct interaction with the client.

Due to the fixed price construction the financial loss at the supplier’s side was increasing rapidly.

The supplier of the application software was delivering the same services as the infrastructure supplier and was aiming to take this part over.

How did I start?

First of all such a situation requires ‘soft skills’! Go the client and have a personal meeting. Listen to listen and don’t listen to answer. Summarise what you hear during the meeting (don’t make assumptions!). You need to rebuild confidence which requires a lot of communication. Tell the client what the next steps will be and confirm what you have discussed and agreed by e-mail (minutes of meeting).

Look in the project archive/file to sort what has been documented such as contract, planning and costs.

Is there a communication management plan? If not, make this as soon as possible.

Have a meeting with your own (executive) management. They will have a communication channel with the client’s (executive) management as well but they have some other different needs. While this was a fixed price contract each additional hour spent was cost without revenue and that is something they don’t like. The reporting to this management needs to contain a financial overview as well (spent so far, what needs to be spend, etc.).

And last but not least: the project team! Assuming that the team remains intact remotivation is required.

How did I proceed?

In the beginning there is a huge peak esp. due to the pressure on such a project so not 9-5 in the beginning.

• What is in the contract (planning, costs, deliverables, etc.)? Are there any contract changes? This also requires to establish a (new) baseline.
• What is the business case and what are the changes so far? Make an updated business case which will be the new baseline of what will be delivered. Get formal approval of the sponsor and of your own (executive) management as well.
• Is the business case still positive? Might terminate the project be an option as well? What will be the damage regarding costs (claim of client) and supplier image? In case the decision is made to terminate the project, store the material which has been produced so far, update the lessons learned, arrange a formal meeting with the client management, your own management and the project team (different meetings). Close the project properly, also from the human point of view, otherwise this project will become a kind of trauma for many people.
• Have a meeting with the project team. Ask them to share what has been going on and how they feel. There might be personal issues which will not be discussed in a team meeting. Tell them that they can always have a one to one meeting with you as Project Manager. You need to make with them a new realistic planning which will be the new baseline.
• Organize informal events such as a dinner and show explicitly appreciation. For instance when a milestone has been achieved cake is arranged for both the management (both sides) and the project team during a common meeting. Thank team members during team meetings for their achievements.
• Get commitment (not involvement) from the team members to make this project a success.
• Write or update the communication management plan.
• What are the defined tolerances regarding time, costs, scope, risk, quality and benefits?
• What is the change budget and how much has been used so far?
• What is the risk budget and how much has been used so far?
• Communicate, communicate and communicate (according to the communication management plan).
• Examine the business benefits review plan. Is this still applicable?
• Examine the issues logs and determine which issues are still applicable and add newly identified issues.
• Examine the risk log and determine which risks are still applicable and add newly identified risks.
• Examine the configuration records what has been produced so far and update these.
• Examine the quality management register and update this.
• Examine the lessons learned and update this file.

Project Rescue: Quick Tips To Get Your Project Back on Track

Is your project veering off course? Keep calm! Here's how to identify the root causes and steer your project back on track.

Table of contents

Every project manager has experienced that sinking feeling in the pit of their stomach as they realize their project isn't quite in the tip-top shape they'd like it to be (if you meet a PM who says this hasn't happened to them, they're either very new to the role or they're in denial!).

Despite meticulous planning and documentation, projects can still go off the rails.

Fortunately, there are proactive measures you can take to minimize the chances of derailment, mitigate the impact if it occurs, and implement strategies to prevent future mishaps or detect issues earlier.

How to recognize your project needs attention

A good project manager has a strong instinct for trouble. Trust that instinct. If you feel something isn't right, chase it down.

Keep an eye out for these common warning signs that may indicate trouble brewing:

• Unresponsive clients : When clients fail to respond to emails, Slack messages, Trello comments, or continuously cancel calls, it could signify that their confidence in the project is waning. Proactively engage with the client to address their concerns and reestablish communication.
• Ambiguous developer updates : If your developer provides updates that lack detail, they might be avoiding a problem that requires attention. Open the lines of communication and encourage transparency to address any underlying issues as a team.
• Excessive backlog : A substantial backlog of tickets with insufficient time to complete them could signal potential problems. Review the backlog and work with your team to prioritize tasks, allocate resources effectively , and identify any underlying issues that may be causing the backlog to grow.

As a project manager, your responsibility is not necessarily to fix every problem but to bring it to the attention of those who can address it. Rely on your instincts to help you identify when something is off, and use the project controls in place to confirm your suspicions and apply corrective measures.

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If you use a project planning software like Float, you can get a bird's-eye view of project progress, spot when people are underutilized or overbooked, and easily keep track of timelines and resource budgets.

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Deal with challenges to bring your project back on track

Projects can often encounter obstacles that require swift and effective action. You can ensure your project stays on course by recognizing these challenges and addressing them head-on.

Here's a closer look at some common challenges and strategies to overcome them.

Challenge #1: Disengaged client

When clients become disengaged, it's crucial to re-establish communication, identify the root causes of their concerns, and work collaboratively to address them. This helps ensure the project stays on track and maintains a strong relationship between your team and the client.

• Schedule a catch-up call : Proactively reach out to the client and suggest a call to discuss their concerns. During the call, give them your undivided attention and focus on understanding their viewpoint. They may have been preoccupied with other tasks or lost confidence in the project's direction. By engaging in open communication, you can gauge their level of involvement and re-establish their commitment to the project.
• Address confidence issues : If the client's confidence has waned, openly ask what measures you can take to restore it. Depending on their concerns, offer additional meetings to review the project's progress, provide demonstrations of completed work, or involve them more in critical decision-making processes. Increasing their involvement and offering tailored support can alleviate their concerns and ensure they are well-informed about the project's status.
• Involve other stakeholders : Inform the project's primary stakeholders about the situation and consider including them in the conversation if necessary. Their presence and support can help reassure the client that the organization is committed to resolving their concerns. Additionally, these stakeholders can provide valuable insights, resources, or connections that can help get the project back on track.

Challenge #2: The team isn't delivering as expected

When the team isn't delivering as expected, it's essential to address the issue constructively and supportively without causing panic or demoralization. The goal is to identify the underlying causes, provide guidance, and create an environment that fosters improvement and teamwork.

• Stay calm and maintain perspective : As the project leader, it is essential to keep a level head and remember that projects are rarely life-or-death situations. Your demeanor sets the tone for the team, so it's vital to stay calm and foster an atmosphere of open communication and a problem-solving mindset. This approach encourages the team to work together and tackle challenges with confidence and determination.
• Address individual underperformance : If a team member is underperforming, schedule a one-on-one check-in to offer support and understanding. During the meeting, focus on empathy and active listening to identify any issues affecting their performance. Consult their line manager for additional context and insight into their situation. This check-in aims to provide the necessary support and resources to help the team member improve and reach their potential.
• Address team-wide issues : For challenges affecting the entire team, organize a project reset call or retrospective meeting to gather feedback and pinpoint areas needing improvement. Encourage honest feedback from the group and carefully analyze recurring themes that emerge. Collaboratively develop action plans to address the concerns raised by the team and prioritize implementing these changes as soon as possible. Demonstrating that their voices are being heard and taken seriously helps to build trust, improve team morale, and create a more effective working environment.

Challenge #3: Project constraints are starting to be an obstacle

When project constraints, such as budget or deadlines, become obstacles, it's important to explore creative solutions, maintain flexibility, and collaborate with stakeholders to ensure a successful outcome. Balancing expectations and resources is vital to overcoming these challenges.

• Reevaluate and adjust the project plan : Regularly review the project plan and consider adjusting timelines, scope , or resources as needed. Establish a robust change management process to handle unexpected shifts in the project's requirements or constraints. This proactive approach ensures the team is prepared for changes and can adapt accordingly, minimizing disruptions and maintaining progress.
• Break the project into smaller phases : Dividing the project into smaller, more manageable phases or milestones can help ensure the project stays on track. This approach allows you to prioritize essential tasks, monitor progress more effectively , and identify opportunities for future phases. In tandem, develop and maintain a risk management plan to identify potential risks and create appropriate mitigation strategies, ensuring the project stays on course despite unforeseen challenges.
• Consider agile methodologies : Adopting agile methods , such as scrum or kanban, can help teams adapt to changing requirements and deliver value iteratively. Collaborate closely with the team and client to prioritize tasks and continuously reassess the project's direction based on evolving needs and feedback. Agile approaches foster a flexible mindset, maintain the project's momentum, and increase the likelihood of achieving a successful outcome that satisfies both the client and your team.

Embrace challenges and foster growth

It's important to remember that setbacks and challenges are a natural part of any project.

You can navigate these obstacles by staying calm, proactive, and solution-oriented and bringing your project back on track. Always be open to learning from these experiences and refining your processes to minimize future risks.

Collaboration and communication are essential in creating a supportive environment that fosters growth and resilience. As a project manager, your role is to lead and empower your team, but remember that you're only human, and it's okay to make mistakes. Embrace these challenges as opportunities for growth and learning, and remember that success is a collective effort.

Stay positive, and together, you and your team will overcome any hurdles that come your way!

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5 Questions to Get a Project Back on Track

Seven out of ten corporate projects never see the light of day. How to make sure yours isn’t one of them.  

For More Expert Insights

Career & Leadership Coach, Korn Ferry Advance

Career & Leadership Coach, Senior Consultant

It’s not a reality anyone is proud of, but if you’re involved in a corporate project, it’s likely to fail. In fact, one study found that an estimated 70% of all corporate projects do.

Experts say that before a project goes off the rails, there are often signs that something is amiss. Maybe progress has stalled or communication with the client feels off, or the project is no longer a priority for most of the team. Sometimes a project will lag when the person who championed it leaves the company, and the project’s objectives no longer align with those of the company. When you start to see these signs, it’s often time to take a step back and figure out what caused the project to go off course, and more importantly, how to get it back on course. “Projects often go off track, but there are ways to get them back on track,” says Korn Ferry Advance Coach Valerie Olson . Here are some questions to ask:

What caused the derailment?

It’s important to understand why a project is flagging, Olson says, because then you’ll know what problem you’re solving for. For instance, did someone on the project team drop the ball on a deliverable? Were the project objectives not clear from the beginning? Studies show that a lack of clear goals is the cause of project failure 37% of the time. “Understanding where things went wrong can help you course-correct and ensure you stay on top of the project going forward,” says Korn Ferry Advance career and leadership coach Sarah E. Williams .

Are the objectives achievable?

Take a moment and consider whether the project is too large to achieve or too small to make a difference to the client, Olson says. Keep in mind that when a long-term project is first assigned, you can easily get overwhelmed if you don’t set up a system for scoping, planning, scheduling, and communicating among collaborators and stakeholders, she says.

Are there clear deliverables and deadlines?

If progress has slowed down or halted, Williams recommends reading through prior meeting notes to review to-do lists and deadlines. “If a deadline is not assigned, it is easy for something to get put on the back burner,” she says. Make sure all required tasks have been assigned with clear and realistic deadlines. Have a team meeting to discuss tasks and responsibilities going forward, Olson says.

Is the work being assigned to the right team members?

If the project is behind schedule, it might be a good idea to assign tasks based on team members’ subject matter expertise or bandwidth, Williams says. If someone lacks the expertise to quickly complete a task or is bogged down with other projects, reassigning the work might be a good idea. “When someone is familiar with a subject, they can work more efficiently, requiring less research and assistance,” Williams says. The same is true of someone who has time to complete a task.

How are you keeping track of progress?

Once a project gets back on track, it’s important to set up a realistic timeline and a system for monitoring whether milestones are being met, Olson says. A simple spreadsheet or more advanced project-management software can help you keep on top of who is doing what, as well as provide a general sense of how the project is being organized and executed, Williams says. “You should constantly update and review progress to ensure things are moving forward,” she says.

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5 key steps to get a derailed project back on track

When a project derails, you have an opportunity to learn and course correct. through the years i have been asked to recover a number of troubled projects and followed these steps..

“Just because something doesn’t do what you planned it to do doesn’t mean it’s useless.” – Thomas Edison

I have been lucky for the number of occasions where I was asked to put a derailed project back on track. The recovery of a troubled project is a great learning opportunity for any organization. When it goes wrong, it can go wrong really fast and oftentimes with severe impact. On the other hand, what’s learned can be of value for a lifetime, not only when one is receptive to it. There are five simple steps to turn a project around:

Sit down and listen

The first thing you want to do is to meet with the people who represent different internal and external stakeholder groups. Listen with empathy. Seek to understand first, before to be understood. Conduct a detailed impact analysis that clarifies the root cause of the derailment. Keep digging in case of conflicting information, up to the point where the facts speak for themselves. Be audacious in asking for information when you believe its available, but appears to be inaccessible. Escalate if you need to. Leverage senior level relationships.

Structure your findings

Document your findings in such a way that it can be easily shared with stakeholders upon request, and retrieved for presentations. Create a separate “living document” to capture lessons-learned. What has worked for me in the past is to structure the findings by business process, technology and stakeholder or stakeholder group. These are three key dimensions of the solution the project is about to deliver, and people can easily relate to when you discuss your findings.

Build a coalition of positive advocates

While you are making your rounds to gather information, you’ll find out who the strong, positive advocates are of the project. At a certain point in time you need to rally the troops to restart the project and you can only do that when you have established a coalition of people who can positively influence the outcome. The key purpose of the coalition is to drive change throughout the life cycle of the project, and make sure that key stakeholders remain aligned and committed. Especially at the start when things can be messy and ambiguous, you need leadership support to keep things moving forward, make small adjustments and celebrate quick wins.

Present options to move forward

When you have got your facts straight, completed the root-cause analysis, defined options and a recommendation, developed a plan, and got buy in from the key stakeholders, it is time for an official presentation of your findings and plan to move forward. The presentation is the first milestone of recovery and start of a new begin. That moment in time must be celebrated and marked as the turn-around point. The presentation is more of a formal approval of the new approach, as you have already obtained your approvals ahead of time through a number of preliminary meetings with the executives. Make sure that the key messages are shared with all project stakeholders with the right level of detail. Transparency and openness are key values as you move forward and put the project back on track.

Rebuild the team

Restart the project with the right people and make use of the momentum to assess the integrity and capability of the project team. Make the necessary changes as required. This applies to internal and external resources. Look further than the required knowledge, experience and skills. Think about personality, leadership style, motivational aspects and willpower. Establish a team with leaders who are intrinsically motivated to make it happen. Aim for a world-class team that has the guts, courage and bravery to deliver with relentless effort. Rebuild trust in the team.

There is a reason why projects derail and there is nothing wrong with that, as long as there is a willingness to learn and do it different and better the next time. By adjusting plans and strategies, and by making changes to the approach and team, organizations will be able to behave themselves out of the troubled situation, and oftentimes faster than they think.

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Get Your Project Back on Track

If you're in charge of a project that's headed in the wrong direction, you can correct the trajectory with these tactics.

• Re-establish the project’s goals and vision. No one likes “the road to nowhere.” Getting your team together to redefine goals can breathe new life into the project.
• Get top management to express support. A high-level executive who articulates the project’s importance can give your team a renewed sense of purpose.
• Have a trouble-shooting meeting. Emphasize that the meeting is a blame-free zone to discuss the state of the project and that people should feel free to express concerns and offer solutions without fear of retribution. As the team leader, offer to go first and share any mistakes you’ve made. Open and transparent communication builds trust, and a collaborative spirit will help you get to the root of problems.
• Address problems. You may have to bring in additional team members, reassign work, extend timelines, or get more funding. If necessary, provide role clarity to team members, so people are not duplicating efforts, creating friction, or working at cross-purposes. Make sure you are not being an obstacle by micromanaging—give your team members some decision-making authority.
• Understand what motivates team members. Various motivations will include public recognition, career advancement, and money, so tailor your approach accordingly.
• Meet regularly. If you’re not already, have regular check-ins to discuss updates and debate important decisions to keep the project on track. You might even consider doing a retreat-like meeting away from the office to strengthen relationships and rebuild team energy.
• Celebrate small wins. This can boost morale and create feelings of optimism and satisfaction. Recognize players who have been key to success.

For more advice, read “Keep Your Team Motivated When a Project Goes Off the Rails.”

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