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)
Critical review: goals, scope, dependencies, time/cost, quality, risks.
Governance scan: decision paths, roles, commitments, supplier relations.
Result: Clear separation of aspiration vs. reality. Which goals remain achievable, under what conditions.

Phase 2 – Decision Basis & Prioritization
Scenarios (e.g., full turnaround, partial rescue, orderly stop) instead of defending existing plans.
Resource and contract reset (including renegotiation where needed).
Result: A robust, management-backed recovery plan. Decision capability restored.

Phase 3 – Operational Steering (Navigator/Helmsman)
Temporary leadership takeover or coaching of the accountable lead.
Stabilize supply chains, clarify interfaces, remove blockers.
Result: Visible progress at the few decisive leverage points.

Phase 4 – Handover & Stabilization
Governance hardening: standards, decision cascades, escalation rules.
Embed lessons learned into the line – without blame, focused on mechanisms.
Result: 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.

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