Troubled Project Recovery

When projects slide into distress, it’s rarely due to a single mistake. Almost always, it’s a mix of leadership and governance gaps, unclear decision paths, overstretched resources, and political dynamics. At this stage, standard methods no longer work. My approach – Project Recovery and Turnaround / Troubled Project Management means safeguarding investments: I establish a solid decision basis, clarify achievable goals, reset priorities, and take responsibility – as navigator or helmsman – before value erodes further and until the project can be safely handed back.

Why Projects Fail

Troubled projects rarely fail for lack of methodology. They fail due to a cumulative loss of control.
And they fail because uncomfortable truths are recognized too late, not addressed, or not decided.

• Targets are politically defended long after they have become unrealistic.
• Multiple causes, not single errors: Scope drift, underestimated dependencies, unclear accountabilities.
• Management bottlenecks: Decisions come too late or at the wrong level; governance exists on paper, but not in practice.
• Organizational constraints: Conflicting interests, resource burn, external pressures (vendors, regulation).
• Symptoms: Rising costs, slipping milestones, falling morale – while reports still look “green.”

Core issue: The internal project team cannot turn the tide – otherwise, it would have done so. What’s needed is a neutral, experienced perspective and operational steering from outside.

What’s Missing is decision-making capability

• Honest assessment of what goals remain achievable under current conditions
• Actionable priorities, not wish lists
• Binding governance with clear decision rights and escalation paths
• Politics-resistant execution: Decisions that hold, even under pressure

Project turnaround is above all about restoring decision capability for management – based on facts, not progress illusions.

Pragmatism over Method Dogma

External support works in critical situations when it is:

• Neutral, not politically entangled
• Focused on leadership and governance – not just mechanics
• Preparing decisions, not replacing them
• Willing to assume responsibility where internal roles are blocked

Turnaround is not a sign of weakness, but of responsible steering of complex investments.
I work fact-based, calm, and sovereign. Methods (PMP, PgMP, Prince2, Agile/Hybrid, ITIL, CCPM) are applied situationally, never as an end in themselves.
The goal: tangible business impact – limit damage, secure value, enable restart.

Four Phases (modular)

Phase 1 – Reality Check (short, focused)
Clear separation of aspiration vs. reality. Which goals remain achievable, under what conditions.

Phase 2 – Decision Basis & Prioritization
A robust, management-backed recovery plan. Decision capability restored.

Phase 3 – Operational Steering (Navigator/Helmsman)
Visible progress at the few decisive leverage points.

Phase 4 – Handover & Stabilization
Sustainable leadership, project back in safe waters; handover to internal team.

Governance That Works

• Decisions where competence and accountability sit
• Clear roles: Owner, Approver, Accountable, Involved – no overlaps
• Transparent facts: reporting that reflects reality (no “watermelon” status)
• Contracts as steering instruments: scope, quality, acceptance criteria, change mechanics

Partial Rescue Is often the Smart Option

Not every goal remains achievable. Partial rescue preserves core value and stops destruction. I name these options early and clearly – including implications for time, cost, and quality. That creates action capability, not illusions.

Risk and Value Perspective: Safeguard Investment instead of writing it off

• Decide early: Every week of delay increases cost and frustration
• Stop/Go logic: Turnaround, partial rescue, or orderly stop – never “business as usual” (most expensive option)
• Value focus: Only measures with real leverage; no cosmetics

If you sense that a project is formally managed but no longer truly led and value destruction looms, an unfiltered external perspective can be valuable. Let’s confidentially assess which goals remain achievable under current conditions – before throwing good money after bad.
Unobligated. Peer-level. Fact-based.

Call or arrange a 30-minute Executive Sparring (remote), focused on reality, options for action and decisions.

Learn more about the topic Project Recovery…