The Fix Is In

Aaron is the former editor of ProjectsAtWork.com

  ProjectsAtWork  

When bad things happen to good projects, a new project begins: The Rescue

The details may vary, but the reasons that projects stumble, stall or totally short circuit are universal. Identify the problem and the solution isn't far behind. That's why an accurate, timely diagnosis can be the difference between a successful recovery and a bigger mess. Ted Leemann, project management training director at Vienna, Va.-based Management Concepts, likens the process to medical triage: "Stabilize the patient, stop the bleeding, clear the airways and then treat as needed."

The diagnosis includes interviews with management and team members, and a thorough analysis of all documentation: schedules, resources, business case and marketing requirements. "You have a vast amount of information to assess," says Joe Lo, partner at management consultants PRTM in  San Francisco. "It can take a few days at a startup or a few weeks at a Fortune 100 company. It depends on the size of the project."           

Once the core problem is identified, the recovery plan can be put into place. "Recovering a project is simply a project in itself," says Shelley Gaddie, president of Project Corps in  Seattle. "The most important step is to name the truth and get it on the table as early as possible."

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