This methodology outlines a structured approach to recovering troubled projects, born from real-world experience and refined through collective wisdom. It’s designed to be a practical guide for Program Recovery Managers, providing a comprehensive framework while allowing for flexibility and adaptation to unique situations. Having been assigned as Recovery Manager on numerous programmes myself, I can attest to the value of this approach in navigating the complexities of project resuscitation.

Guiding Principles:

This methodology acknowledges that successful project recovery is a multifaceted endeavour, demanding more than just technical prowess. It necessitates a nuanced understanding of both the tangible and intangible aspects of the project, encompassing the human element, the political landscape, and the delicate balance between decisive action and collaborative engagement.

Key Steps:

1. Assess:

• Pre-Engagement: Before setting foot on-site, I immerse myself in the project’s history and current state. This involves a deep dive into the contract, meticulously reviewing past quality assessments, scrutinising status reports, and conducting comprehensive interviews with key stakeholders, including project sponsors, team leads, and even disgruntled team members. This pre-emptive information gathering allows me to define the scope of my authority, establish clear exit criteria that signify successful recovery, and identify “quick wins” – those readily achievable tasks that can demonstrate immediate progress and instil a renewed sense of confidence in the team and the client.
• On-site Triage: My first order of business upon arrival is to meet with the client’s executive sponsor. This meeting is not just about introductions; it’s about rebuilding trust, establishing rapport, and setting the tone for a collaborative recovery effort. Following this crucial first encounter, I embark on a series of in-depth interviews with the project team and other stakeholders. These interviews are conducted with a focus on empathetic listening and objective analysis, aiming to uncover the root causes of the project’s woes rather than assigning blame or perpetuating the existing culture of finger-pointing.

2. Develop the Recovery Plan:

• Root Cause Analysis: The cornerstone of any successful recovery lies in accurately diagnosing the underlying problems plaguing the project. This diagnostic process may reveal a myriad of issues, ranging from technical challenges and architectural flaws to misaligned expectations, communication breakdowns, and a lack of clearly defined objectives.
• Expectation Management: Often, the road to recovery involves a delicate recalibration of the client’s expectations, aligning them with what’s realistically achievable given the project’s constraints and the newly identified challenges. This requires a deft hand in communication, a collaborative approach to solution-finding, and a willingness to engage in frank and honest conversations about the project’s limitations and potential.
• Detailed Planning: The recovery plan itself should be a comprehensive roadmap, meticulously detailing the steps required to bring the project back on track. However, it must also be adaptable, allowing for adjustments and course corrections as new challenges emerge. The plan should provide sufficient granularity for daily progress tracking, enabling me to monitor the team’s advancement towards key milestones and ensure that resources are allocated effectively. To facilitate this, I utilise project management tools that allow for granular task management and resource allocation, ensuring that every team member has a clear understanding of their responsibilities and their contribution to the overall recovery effort.

3. Secure Commitment:

• Collaborative Development: While the project team may have played a role in the project’s current predicament, their insights and expertise are invaluable in formulating a viable recovery plan. I actively involve them in the development process, fostering a sense of ownership and shared responsibility. However, I also maintain an objective perspective, recognising that external expertise may be required to provide an unbiased assessment and challenge ingrained assumptions.
• Client Buy-in: Once the recovery plan is finalised, I present it to the client in a clear, concise, and compelling manner, emphasising the path to achieving their desired outcomes and restoring their confidence in the project’s viability. Securing their approval and commitment to the plan is crucial for ensuring alignment and fostering a collaborative spirit between the client and the project team.

4. Execute:

• Focus on Metrics: To maintain momentum and keep the team focused on achieving tangible results, I establish clear, measurable metrics that allow us to track progress and identify any deviations from the plan. These metrics serve as objective indicators of the project’s health, enabling me to make data-driven decisions and course corrections as needed. I rigorously monitor these metrics, conducting regular reviews and addressing any red flags promptly.
• Adaptability: While a well-defined plan is essential, I recognise that project recovery is rarely a linear process. Unforeseen challenges may arise, requiring flexibility and a willingness to adapt the recovery strategy. I remain vigilant, constantly assessing the project’s environment and adjusting the plan as needed to navigate obstacles and capitalise on new opportunities.

5. Educate and Empower:

• Knowledge Transfer: A successful recovery is not just about fixing the immediate problems; it’s about building a foundation for sustained success. To this end, I equip the on-site team with the skills and tools necessary to maintain the project’s newfound stability and prevent future issues. This may involve formal training sessions, informal mentoring, or simply sharing best practices and lessons learned from past recovery efforts.
• Culture of Accountability: I foster a culture of accountability and ownership within the team, empowering individuals to take responsibility for their work and contribute to the project’s success. This involves clearly communicating expectations, providing the necessary support and resources, and recognising achievements. By cultivating a sense of shared responsibility and collective purpose, I aim to transform the team from a group of individuals struggling to stay afloat into a cohesive unit driving towards a common goal.

Philosophical Underpinnings:

• Focus on Solutions, Not Blame: I believe that dwelling on past mistakes is counterproductive. Instead, I foster a forward-looking environment that prioritises problem-solving, collaboration, and learning from past experiences.
• Transparency and Honesty: Open and honest communication is the bedrock of any successful recovery effort. I maintain transparent communication with all stakeholders, addressing challenges directly and avoiding the temptation to sugarcoat bad news. This fosters trust and ensures that everyone is working with the same information and understanding of the project’s reality.
• Client-Centric Approach: Building trust and rapport with the client is paramount. I actively listen to their concerns, acknowledge their frustrations, and demonstrate a genuine commitment to achieving their objectives. By placing the client at the centre of the recovery effort, I aim to transform them from a source of anxiety into a collaborative partner.

Real-World Examples:

This methodology has been successfully applied in various challenging scenarios, to which I was assigned as Recovery Manager, including:

• A 2016 cloud programme for a New Zealand client The project was riddled with delays, plagued by cost overruns, and hampered by a lack of clear direction. By applying this methodology, I was able to realign expectations with stakeholders, streamline processes, improve communication channels, and ultimately deliver a successful outcome that met the agency’s needs and restored their confidence in the project.
• A 2020 digital transformation programme for a New South Wales government agency: Communication breakdowns, a lack of clearly defined objectives, and a disconnect between the project team and the agency’s strategic goals had brought this programme to a standstill. By facilitating improved communication, refocusing the team on key deliverables, and ensuring alignment with the agency’s overarching vision, I was able to steer the project back on course and deliver a valuable outcome that enhanced the agency’s operational efficiency and service delivery.
• A 2014 banking transformation program for a major Australian bank: This project faced a daunting combination of technical challenges, resistance to change from within the organisation, and escalating costs. By engaging external technical experts to provide an objective assessment of the technical hurdles, empowering the internal team to take ownership of the solution, and fostering a culture of collaboration and open communication, I was able to overcome these obstacles and deliver a stable, efficient, and cost-effective outcome that met the bank’s evolving needs.

Conclusion:

This methodology provides a robust and adaptable framework for navigating the complexities of project recovery. By prioritising clear and honest communication, fostering client collaboration, and maintaining a relentless focus on measurable outcomes, Program Recovery Managers can effectively guide troubled projects towards successful completion, leaving behind a legacy of not just a rescued project, but a more resilient and capable team.