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You’re managing a project and everything is falling apart. How can you get back on track?

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Managing a project is not easy. You have to deal with deadlines, budgets, stakeholders, risks, and changes. Sometimes, things go wrong and you find yourself in a crisis. Your team is overwhelmed, your client is unhappy, your scope is out of control, and your quality is suffering. How can you turn things around and get your project back on track? Here are some steps you can take to regain control and deliver a successful outcome.

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1 Assess the situation

The first thing you need to do is to understand what is causing the problem and how bad it is. You can use tools like a project audit, a SWOT analysis, or a root cause analysis to identify the issues and their impacts. You should also gather feedback from your team, your client, and other stakeholders to get their perspectives and expectations. Be honest and realistic about the current state of your project and the risks involved.

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May Mi Ko Ko

Internationally Experienced Project Manager
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Firstly, we need to find the root cause which is the reason that causes the project leads to failing. Then, We can start from there to fix it. For example, if it starts from scope creep, then we have to check the scope management is put in place correctly or implemented. Or, any risk response plan was missed out. So, I would say in brief that we need to find the cause and fix accordingly to get the project back on track. Be it scope, schedule, budget or anything else. We can do it! However, the compromise and negotiation has to be done as the project is already falling apart and we need time and negotiation with stakeholders to fix it back quickly. Cheers!

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Garrett Delph

I'm the Marie Kondo of Business Operations—I systematically declutter chaos and ignite hockey stick profits.
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Assess the 4 P's: Plan > Process > People > Performance Plan: 1. Was the SOW and Plan built for success? 2. Are milestones and tasks established? 3. Was the project demand vs the resource supply measured and budgeted? 4. Are deadlines in place and being held accountable? Process: 1. If there are repeatable processes required, were they clearly defined and published? People: 1. Were all participants identified and aligned with the project? 2. Are those people clear about what is expected and when it is expected? Performance: 1. Is the performance outcome being evaluated for defined targets for each person in the project (ie. quality and deadline). Start with these 4 P's. You are likely to be amazed by what is actually missing.

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2 Communicate and escalate

The next thing you need to do is to communicate and escalate the situation to the appropriate people. You should inform your project sponsor, your senior management, your client, and your team about the problem and the actions you are taking to resolve it. You should also ask for their support and input, and escalate any issues that require their intervention or approval. You should also update your project plan, your project charter, and your project documents to reflect the changes and the new status.

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Garrett Delph

I'm the Marie Kondo of Business Operations—I systematically declutter chaos and ignite hockey stick profits.
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The 4 P's have been assessed and you have compiled your RCA report. It is recommended that the P4 framework be used to report your findings. It will make your found information easy to understand and easy to build fixes/solutions around the identified challenges. Next, depending on how your role relates to the project, schedule the appropriate meet-ups to share your findings. It is recommended that the information identified be given to those who will need it prior to the meeting so they have time to evaluate and prepare. Share your findings, then make recommended fixes/solutions to get the project on track. Once solutions are greenlit, coordinate the necessary change management efforts and charge ahead.

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3 Prioritize and focus

The third thing you need to do is to prioritize and focus on the most important and urgent tasks and deliverables. You can use tools like a priority matrix, a MoSCoW analysis, or a Pareto chart to rank and categorize your work. You should also review your project scope, your project schedule, and your project budget to see what can be adjusted or eliminated. You should also consult your team, your client, and your stakeholders to agree on the minimum viable product (MVP) and the critical success factors (CSFs) for your project.

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4 Motivate and empower

The fourth thing you need to do is to motivate and empower your team to work effectively and efficiently. You can use tools like a RACI matrix, a SMART goal, or a feedback loop to assign roles and responsibilities, set expectations and objectives, and monitor and evaluate performance. You should also provide coaching, mentoring, training, and recognition to your team members to enhance their skills, confidence, and morale. You should also foster a culture of collaboration, innovation, and problem-solving among your team.

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Garrett Delph

I'm the Marie Kondo of Business Operations—I systematically declutter chaos and ignite hockey stick profits.
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Great businesses achieve great things when great people execute projects together. Want to empower and motivate your great people? Follow these 6 steps: 1. Be razor-sharp and clear about the desired output for your project. 2. Share with the team with the desired output. 3. Define and put in writing what success looks like for each contributor. And give them a chance to ask questions and get clarity on what is expected of them. 4. Manage expectations by letting them know that their contributions will be measured, but only for the sake of ensuring the team hits its goal. 5. Serve them. Show them with your actions that they have your full support. 6. Lastly, encourage and cheer them on as they achieve their milestones along the way.

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5 Monitor and control

The fifth thing you need to do is to monitor and control your project progress and quality. You can use tools like a dashboard, a status report, or a quality checklist to track and measure your project performance against your project plan, your project scope, and your project standards. You should also use tools like a change request, a risk register, or a issue log to manage any changes, risks, or issues that arise during your project execution. You should also conduct regular reviews, audits, and evaluations to ensure your project is on track and meets the expectations and requirements of your client and your stakeholders.

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6 Learn and improve

The sixth thing you need to do is to learn and improve from your project experience and outcomes. You can use tools like a lessons learned, a post-mortem, or a retrospective to capture and document the best practices, the challenges, the successes, and the failures of your project. You should also share and disseminate your project knowledge, your project results, and your project feedback with your team, your client, your stakeholders, and your organization. You should also apply your project learnings and improvements to your future projects and your professional development.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Garrett Delph

I'm the Marie Kondo of Business Operations—I systematically declutter chaos and ignite hockey stick profits.
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"Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” Jack Welch CEO and Chairman General Electric (GE) 1981 to 2001

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You’re managing a project and everything is falling apart. How can you get back on track?

1

2

3

4

5

6

7

1 Assess the situation

2 Communicate and escalate

3 Prioritize and focus

4 Motivate and empower

5 Monitor and control

6 Learn and improve

7 Here’s what else to consider

Operational Planning

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You’re managing a project and everything is falling apart. How can you get back on track?

1

2

3

4

5

6

7

1 Assess the situation

2 Communicate and escalate

3 Prioritize and focus

4 Motivate and empower

5 Monitor and control

6 Learn and improve

7 Here’s what else to consider

Operational Planning

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