I noticed recently in Australia 2 big projects which delivered on time, under budget but when the chips were down, the systems failed. Both appear to be due to software being unable to cope with a larger than expected load. How can project managers "recover" from a situation where the perception is that something was missed?
Saving Changes...
There are several very interesting responses to this thread. All very valid.... I think that there is indeed and answer to to the original question .... Jayant seemed to be on the right track. As a PM the ability to Recover from the "perception of failure" whether justified or not is equal parts relationship and detective work. First you do need to find out if the failure was real or if it was just that "Perceived". If there was fault with the planning or execution of the plan, then you as a Project manager have to be forthright and honest about where the lapses occur. Nobody likes being wrong, but your client or management should be able to understand what will be required next time. You need to make sure that there is a lesson learned for the next project. If the failure was only a perception, then it is your job to again be honest with the stakeholder or client and explain which pieces of information/technology/data they needed to validate or provide in there future programs and if possible present examples of how it should have been done. Even in failure you have to show the leadership to admit fault and/or assist the client/stakeholder in preventing a similar mistake in the future. The rest will probably depend on your ability to manage the relationship from there on out. Saving Changes...
