The term ‘troubled project’ is an oft quoted, possibly overly-used, but well-known term that is bandied about in a manner that possibly exaggerates any difficulty on a project.
“Troubled” has been variously defined but is, essentially, variance from predetermined values and trends in terms of time, cost and scope such that the forecast for the project meeting its objectives is unlikely unless there is (immediate) intervention.
Casual reference to ‘troubled’ decries the real meaning of the word and may well be an exaggeration. However, nowadays, in a world where people are no longer injured but “wounded”, implying some malicious premeditated attack, calling a project ‘troubled’ makes it more special and newsworthy.
Feigning & Hiding Trouble
Calling a project troubled is potentially crying “wolf”. “The sky is falling” shouts the advocate for the project as he tries to obtain special privileges in the form of budget, resources or concessions just as a wild animal feigns injury to protect its young.
Problems on projects are normal and dealing with them by rolling around and crying for a medic may attract attention but will not fix the matter in hand. This may attract sympathy and attention, but this merely wastes time and resources.
Similarly just ‘sucking it up’, suffering in silence and being a hero is just as bad as amateur dramatics and only serves to shorten any time for positive intervention when ‘trouble’ is declared.
Objective Reality
All projects have problems and these should be managed by the project team in the context of the contract (charter). The team should be honest about the nature of the problem and their ability to deal with that problem.
However, some people inevitably mask bad-news with good-news elements and will not ask for help preferring to fix things themselves. Others will prefer to play a blame game generating a plethora of excuses diverting attention from themselves and demonstrating that other parties should correct the trouble.
If a troubled project is to be effectively recognised there must be some rational middle ground. A well-balanced project provides true visibility on the project status as well as the risks, issues, and problems. In this way the right action may be taken at the right time, at the right level and by the right people. Adverse slippage, areas of underperformance, and emerging issues can then be escalated in an environment of openness, collaboration and a cease-fire zone for messengers.
Real Trouble
However, some people may not even know there is a problem let alone that their project is in trouble. Projects in difficulty may be business as usual for some. Late delivery, scope change and cost overruns are part of many projects from time to time; this may not warrant deeming a project “troubled”.
The objective and measurable symptoms may be defined within the eternal triangle of time, cost and quality as well as scope change; but there other less objective indicators.
These indicators are related to people and their morale, attitudes towards working on the project, and potential disillusionment bringing about thoughts of abandonment or termination. These behavioural changes have a negative impact on project delivery and also indicate ‘trouble’.
The Train Wreck
Just as gravity takes over when a bridge collapses and the engineering has failed, the train wreck of a project in real trouble comes out of the blue unless it can be put back on the rails.
The warnings of a wreck will be clear in the cold light of day and the reasons for project failure, or even business abandonment, will be obvious. These reasons include; good news reporting, overly optimistic opinions and predictions, enthusiasm, and chronic optimism. This results in a lack of real information so that decisions are either late, or wrong, or both which results in more trouble and, unless reporting is corrected, the downward spiral to a doomed project.
Training in how to identify and heed early warning signs coupled with a procedure or process for escalating matters can allow troubled projects to be treated in a timely manner. A projects management style of mentoring and coaching through lessons learned may be a more valuable and sustainable alternative to fire-fighting, hiding and blaming.
Being in Trouble
All projects experience some trouble at some stage, it’s normal and there will always be some crisis to solve requiring management effort and decisions; this is business as usual.
When a project is allowed, yes, allowed to become “troubled” it is a reflection of project management failing to work within contractual frameworks, time frames, stakeholder requirements etc but it is the project people who need to realise they are in trouble.
Some people want to exaggerate and escalate every issue while others camouflage them under a canvas of good news reporting and blaming others. These extremes will mask a troubled project and only candid objective reporting, with true, accurate and timely information will reveal trouble.
If objective reality is not portrayed then your project may be destined for trouble, possible derailment and even a train wreck. In the aftermath, 20/20 hindsight will inevitably show that the wreck was inevitable and one’s only recourse will be to mumble.
Bio:
MBA, MSc DIC, BSc; Chartered Engineer, Chartered Geologist, PMP
Over thirty years’ experience on large multidisciplinary infrastructure projects including rail, metro systems, airports, roads, marine works and reclamation, hydropower, tunnels and underground excavations.
Project management; design & construction management; and contract administrative in all project phases from feasibility, planning & design, procurement, implementation, execution and completion on Engineer’s Design and Design & Build schemes.