|Though the traditional advice is “don’t put all of your eggs in one basket,” the celebrated author Mark Twain is famous for saying, “…put all of your eggs in one basket and — WATCH THAT BASKET.”
Whether you’re a an entrepreneur leading a small business , a C-Level executive (CEO/CFO/CIO/CTO) at a mid-sized business, the head of the Project Management Office (PMO), or a business manager watching out for your department, you are often stuck in the position of having to “watch that basket” with your most critical projects.
Even worse, many times you’re never truly sure if one of your key projects is in trouble until it’s too late.
Fortunately, there are some signs that can help you identify a troubled project early, so that you can intervene and put it back on track. I polled our project recovery services specialists at Cedar Point Consulting, and we thought of seven effective ways to identify a troubled project:
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- Perpetual Green Lights, Little Activity. Many of us are familiar with the approach of labeling projects green when they are on schedule and budget; yellow when the project is falling behind; and red when the project is far behind and/or over-budget. Perhaps your key project has been reporting green for the last three months, but oddly there’s been very little activity related to the project. This is probably a good signal that the project is actually in trouble.
- Lot’s of TBD’s. Effective risk and issue management are critical to the success of most projects, yet they are often ignored. If your key project is well past the early stages, but is reporting back a lot of TBD’s (to be determined) in the “resolution” column for risks and issues, then it’s probably a troubled project, even when the schedule doesn’t show it.
- Avoiders. The leader in charge of your key project may be a formal project manager or a manager of a business line, but regardless of who they are, you are getting the unsettling feeling that they are avoiding you. Perhaps they are missing at meetings, they’re head the other way down the hall when they see you, they’re not returning phone calls, or they’re not providing status reports. Unless you have a problem bathing, the project leader is likely avoiding you because the project is in trouble.
- Troubling Trends. Experienced project managers are familiar in using techniques like earned value management (EVM) to identify project progress by comparing actual to planned results for work completed, costs incurred and time spent. Though you may not be using EVM on your projects, you can watch for dramatic increases or drops in spending, dramatic changes to the work being delivered or sudden changes to schedule with no new schedule dates. In many cases, your key project is in a free-fall.
- Non-Progress Reports. You’re wise, so you have asked your project manager to provide status reports on a weekly basis. However, they’re more like “Non-Progress” reports than progress reports because no progress has been made. In particular, if you have received two weekly status reports where no progress has been made, you’re well on your way to having a troubled project on your hands, if you don’t already.
- Inability to Show Tangible Results. Well in to your project timeline and knowing that interim reviews are a good ideal, you ask for a review or demonstration of work completed thus far. However, your review meeting is repeatedly delayed and rescheduled, sometimes by a few days and sometimes by weeks. Even worse, you’ve tried a quick visit by the desk of the project leader and it resulted in the person shoving documents in their desk instead of sitting with you to review tangible results. If so, this is likely a troubled project.
- Spidey Senses Tingling. Like Peter Parker in the Spiderman comic book series, you know which projects are highest risk and every time the subject of your key project comes up, it sets your spidey senses tingling, though you’re not certain why. While I’m a big believer in science over emotion, there is surely something very scientific that you’re reading so trust your instincts. Your likely to find something amazingly like trouble in your key project.
Of course, identifying a troubled project is one thing, but recovering that project is a completely different challenge. I provided some tips to recover troubled projects in a previous article that may be of help.
However, particularly if you don’t have experience recovering troubled projects and the stakes are high, it might be time to consider getting some help. Our firm provides project recovery services and we’re proud of our success rate, but other competent firms do, as well.
Donald Patti is a Principal Consultant with Cedar Point Consulting, a management consulting practice based in the Washington, DC area, where he advises businesses in project management, process improvement, and small business strategy. Cedar Point Consulting can be found at http://www.cedarpointconsulting.comm.