Sumit, In my view there cannot be just one or two best approach or approaches, as each Project is Unique and factors specific to that Project have ended up in a messy situation. As our community members have already outlined, you need to first understand and clearly define yourself as what the mess is. for example, is it just you have missed deadlines or you have overshoot budget or is that all was delivered on time and with budget and with great quality, but the end product or service does not achieve its goal? I am assuming you have taken charge of this messy project recently. Or if you have been involved for a long time, though not from beginning, what does your risk register or impediments log say where you failed to mitigate or resolve one or more problems that caused this?
A few generic approach would be
1) Review your project documentation or information that resides on your organization's Project Management tool
2) Understand from stakeholders and team members what they think the reason for mess
3) Develop immediate corrective actions and seek approval Saving Changes...
Vijay SuryavanshiProject Manager - Engineering| RECARO Aircraft SeatingPlantation, Fl, United States
Before jumping into doing things as a Project Manager, ask yourself what is the mess? Where are we now? Where do you want to be? Involve the relevant stakeholders and find answers at a strategic/tactical level? Is there an alignment of your organizational goal in doing things? Once you get the bigger answers from your organization leaders, then you can work at the project manager level based on priorities using your project management tools and skills. Communication is key and bringing everyone to same page helps. Saving Changes...
Katherine JerdeVendor Management Project Manager| Comcast BusinessCo, United States
In a project where the stakeholders were never satisfied with the project updates, I worked to identify and level-set on the definition of deliverables. Turns out, no one was in alignment, so it was no wonder no one was ever happy. The project team was working on a deliverable the stakeholders couldn't understand since they didn't ask for it, but was required to meet the project goal.
Second, get everything lined up in a project schedule to review the major milestones and how they relate to deliverables.
Once done, you have a solid foundation for providing meaningful communications, which is the first step in building trust in the project.
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1 reply by Keith Novak
Nov 07, 2022 10:57 AM
Keith Novak
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Great input! I've experienced the situation before where we were rapidly approaching a major milestone and fortunately, someone observed that nobody actually knew the closure criteria.
Establishing agreed upon expectations is critical to success. That might seem blatantly obvious, but in practice teams often forge ahead without clear expectations of what "done" looks like.
In a project where the stakeholders were never satisfied with the project updates, I worked to identify and level-set on the definition of deliverables. Turns out, no one was in alignment, so it was no wonder no one was ever happy. The project team was working on a deliverable the stakeholders couldn't understand since they didn't ask for it, but was required to meet the project goal.
Second, get everything lined up in a project schedule to review the major milestones and how they relate to deliverables.
Once done, you have a solid foundation for providing meaningful communications, which is the first step in building trust in the project.
Great input! I've experienced the situation before where we were rapidly approaching a major milestone and fortunately, someone observed that nobody actually knew the closure criteria.
Establishing agreed upon expectations is critical to success. That might seem blatantly obvious, but in practice teams often forge ahead without clear expectations of what "done" looks like. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
