Actually it is easy to remedy projects in distress. Because the causes are usually as trivial as the resolutions. Example: A project quarrels with the departments involved about resources. It needs skilled people with good knowledge on the topic, but the line needs these, too, and is not willing to
Why do project responsible people in management often boggle to have distressed projects recovered professionally? Because they don’t (want to) see their responsibility for the troubled project? Because they would need to to deny their own management mistakes? Because… ? These things are topics of many of my previous articles.
This statement sounds hard at first sight, but the impacts always are accompanied by burning very much (tax) money. My experiences and looks behind the scenes however have shown: Mega projects like Nürburgring, BER, Stuttgart 21, Elbphilharmony or Selling Hahn Airport are always rather driven by political (e.g. self-profiling) than
In many of my articles I have tried to visualize the sources of bad projects: companies’ insufficient acknowledgement and consciousness for good project management’s value. Today I’d like to dedicate a little time to my experiences I encounter in my project recovery practice all over again. Technics is overrated There
It takes more than an experienced project manager to rescue a troubled project: What’s most scarce at a project recovery is time. The Project Doctor must be able to ramp up extremely short-term. Affinity and understanding of the project context is key, industry expertise not necessarily. There are always nearly
In the first part of my article I have shown how particularly big companies and public authorities merely pre-program bad success, delays, and cost increases in their projects and investments. This second part is to look at the reasons why these troubled projects do not or insufficiently receive help to
There are lots of statistics and reports about why projects get into distress, see also mine in my blog. In my seminars about this topic I’m frequently asked what to do if a project is stuck in issues to get it back on track. I’d like to reflect this part
Have you ever experienced disputes with one of your customers or suppliers about the status and / or settlement date of deliveries, and/or about who is responsible for the deviations from the initially planned ones? This situation actually is not very unusual, and the possible causes are as diverse as