Getting HHS Projects Back on Track: A Practical Guide to Root Cause Analysis

When an HHS project starts slipping—missing deadlines, exceeding budget, or bogging down in rework—the natural reaction is to tighten oversight, add reporting, or escalate concerns. But in my experience turning around struggling projects, these reactive measures rarely fix the real problem.

The Root Cause Trap: Addressing Symptoms Instead of Problems

The first question I ask when stepping into a failing project is: Are we treating symptoms or solving the actual issue?

Too often, leadership identifies high-level issues like:

? Missed deadlines

? Budget overruns

? Rework cycles

? Vendor delays

? Poor stakeholder communication

But these are outcomes, not causes. To get a project back on track, you need to pinpoint why these issues are happening. That’s where Root Cause Analysis (RCA) comes in.

Step 1: Pinpoint the Real Issue

Projects fail for many reasons, but the biggest red flag I see? Lack of clear authority and accountability.

When teams don’t know who makes the final call, projects stall. When blame is spread too thin, finger-pointing starts, and deliverables slip through the cracks. The first step in RCA is asking tough questions:

? Who is responsible for making critical decisions?

? Are decisions frequently revisited or reversed?

? Do project teams understand their roles and responsibilities?

If authority is unclear or decisions are constantly questioned, that’s the real issue—not just a late milestone.

Step 2: Look Beyond the Surface with the 5 Whys

Once the problem is identified, I dig deeper. Take this common scenario:

? The project is behind schedule. Why?

? Because key milestones were missed. Why?

? Because approvals took too long. Why?

? Because stakeholders weren’t aligned on requirements. Why?

? Because requirements weren’t clearly defined upfront.

Now we know the real issue isn’t just slow approvals—it’s a failure to establish clear requirements early.

Step 3: Stop the Cycle of Rework

HHS projects suffer from rework paralysis—when the same deliverables are revised repeatedly. This is usually caused by:

? Shifting priorities and unclear scope

? Poor documentation and weak governance

? Late-stage feedback that derails progress

The fix? Clear upfront alignment. I implement facilitated sessions to lock in decisions early and set expectations on what changes can—and can’t—be made once work begins.

Step 4: Fix the Process, Not Just the People

Project failures are rarely about bad teams. More often, it’s broken processes:

? If leadership lacks visibility, I introduce structured, shorter check-ins instead of excessive reporting.

? If requirements keep shifting, I enforce a controlled change process to balance flexibility with stability.

? If vendor performance is an issue, I work to adjust milestones and realign incentives in the contract.

The key is to solve the root issue, not just patch the symptoms.

Step 5: Implement Practical Guardrails to Prevent Future Issues

After a project is back on track, sustainability is critical. Adding layers of bureaucracy isn’t the answer—practical safeguards are. My approach:

? Clear ownership – Every major task has a single accountable person.

? Defined escalation paths – If something is blocked, there’s a clear process for resolution.

? Efficient check-ins – Not status updates for the sake of updates, but real discussions on blockers and next steps.

Final Thoughts: Root Cause Analysis Is About Asking the Right Questions

When projects fail, leadership often assumes more oversight is needed. But real success comes from identifying and fixing the real problem—not just the symptoms.

If your HHS program is off track, the first step isn’t adding pressure or meetings. It’s conducting a focused Root Cause Analysis to uncover why issues persist and how to fix them for good.

Have you faced similar challenges? What strategies have worked for you in getting projects back on course? Let’s discuss.

If your HHS project is off track and needs a PM who specializes in bringing struggling initiatives back under control, let’s connect. I focus on practical, results-driven solutions—not bureaucracy.