The troubled project is on the road to recovery; it’s been recognised, escalated, planned and the execution team had been briefed and appointed.  The team has started to address the issues and expect (hope) to recover the project as per plan.

But the plan was based on a diagnosis rather than a full autopsy.  It’s only during recovery that any lurking complications manifest themselves and relapses occur; so be prepared for the worst.

The recovery plan dealt with the identified problems in a realistic manner tempered with, hopefully, cautious optimism and pragmatic pessimism.  But a plan is just a plan and, as Murphy prophesised, ‘if it can go wrong, it will’; as the original project proved.

Plain Sailing

Plain sailing means that there is smooth and easy progress.  From a Project Recovery perspective this means that all problems were recognised, the plan was good, and execution proceeds according to plan and recovery objectives will be met.

Expecting a plain sail is akin to hoping a fair weather sailor will successfully cross the Atlantic.  This is trusting to pure chance, verges on stupidity, and is beyond even a reliance on luck.  Luck is made and, according to the ancient Roman philosopher Seneca, “Luck is the point where preparation meets opportunity“.  Luck is achieved through pragmatic risk management. contingencies, and applied experience.

Prior preparation is essential for performance and the recovery plan not only needs to account for risks but advocate awareness that “unknown unknowns” (a.k.a. surprises) can occur.  This requires vigilance and effective oversight to avoid carelessness and complacency and keeping one’s weather eye open.

Stormy Weather

All project recoveries, as with projects, will have their problems but as change is required these problems can become complications.  If complications persist or grow disproportionally and cannot be resolved the metaphorical storm blows and the sh*t hits the fan.  You’re blown off course and a new tack to recovery will need to be planned; you may also need to reconsider if recovery is still viable in the storm’s aftermath.

Reconsideration depends on the nature of the project, its criticality to a business, or its importance to an economy.  This can include re-scoping, re-prioritising, or phased completion allowing project benefits to be realised in a timely and sequential manner.

Sometimes more complex measures may need to be taken such as refinancing, rebranding, and changing contractual relationships and contract conditions.  More funding is typically more expensive but rebranding may make a troubled project seem more attractive to its supporters.  Changing contracts through mediation and collaboration can create opportunities in respect of time and commercial incentives.

Weathering the storm and finding a new direction is a risk that needs to be managed – the alternatives include going down with the sinking ship, being washed up with the shipwreck or abandoning ship.

Sink or Swim

If the project sinks there is loss on all sides and abandonment and swimming for safety may be a better alternative.  Just as a ship has life boats and the crew undertake emergency drills for that worst-case scenario, a project recovery team needs to be aware there needs to be a “Plan B” for dealing with the worst-case scenario; just in case.  If a project continues when it ought not to have, then abandonment may be the only option unless one believes in miracles.

Project managers and organisations that go down with their metaphorical ship with an attitude of ‘never give up and never surrender’ may appear heroic; but is it viable?  Heroism in achieving goals is one thing but fighting the wrong battle in an attempt to win against all odds is foolhardy verging on insanity.

Trying to recover the unrecoverable inevitably results in throwing good money after bad.  And just like flogging the proverbial dead horse – it doesn’t bring the horse back to life and saps all of one’s strength and resources to no avail.

Survival

Many projects fail to meet all of their targets and worst case scenarios don’t just happen to other people.  It’s not a matter of size and as there is no such thing as “too big to fail” so have a plan for that worst case.

Almost all commercial contracts have a ‘termination clause’ in some guise to account for the risk of failure and allow a contract to be abandoned in a controlled and timely manner if required.  Abandonment is about not wasting time, effort and resources on saving the non-essential; it’s realism!

If survival requires abandoning a project or parts thereof this is not only realistic and efficient but a necessity.  As the Roman historian Tacitus said: “He that fights and runs away, May turn and fight another day; But he that is in battle slain, Will never rise to fight again“; this is how the fittest survive.

Bio:

UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.

Provision of incisive, focused and effective technical and managerial solutions for all project phases; identifying and dealing with troubled projects, and leading project recovery and change through hands-on interaction.