A Ship Adrift — Part 1/4

"Jean, this doesn't make any sense. I'm told our contract management project is stalling again. This is taking far too long. We're not only losing money on the project — we're also losing the expected benefits."

"What do you want me to say, Marc? The key resources are assigned to your other projects."

"But this is a critical project for us, Jean. For the company's cash flow. For our image. Hire people, bring in contractors, do something. Don't let it drag on any longer. Reassure us! We need to feel we can count on you."

"Marc, with an announced project benefit of $80,000, I already have a hard time justifying the $400,000 already spent on resources — not to mention three project manager changes. At some point, I find it hard to believe we're that unlucky. Unless we're simply incompetent at choosing project managers — and I include you in this, since you were present for the last two hiring rounds."

"Listen, Jean, I just wanted you to feel my concern and see the situation as we experience it. There's more to this than $80,000 in benefits. This project is strategic for us. Besides, project management is your domain."

"Jean, there aren't enough resources and not enough support for the project. The project team is demoralized. Several members are leaving. Among the other staff, very few are willing to work on this project. The solution provider is discouraged, afraid to associate its name with the project, so it's keeping its distance. The multiple project manager changes are unsettling and irritating both the team and the users. To top it off, it's delivering little. If we can't get more resources from the client, I suggest we look elsewhere: outside help, for example."

"I already know all this, Martin, and I don't have the budget to add more resources to this project."

"I wasn't talking about adding more resources to the project this time, Jean. I'm talking about getting help for us as managers — to understand what is really happening on this project."

"Are you crazy? Bring in outsiders for this? Admit we don't have control over one of our projects? They'll call us incompetent. It will affect morale on our other projects. No. We should be able to handle this on our own."

"Difficulties on a project require specific expertise. As managers, we might be able to fix this — but how long will it take? We are accumulating delays. And while we figure it out, the project will continue to bleed."

"What about the PMO? What do they say?"

"The standard processes are being followed. But it's not making much difference. I think we need a fresh perspective and a different angle. At the last conference I attended, the discussions were very candid. We are not alone in this. It seems one in two projects faces serious issues — one in four is simply abandoned. The skills required to turn around a failing project are not the same as those for managing a project day to day."

"I'd like to know more before moving forward. I also have to think about the department's credibility."

"I believe our internal clients will appreciate the humility. The goal is their benefit, our effectiveness, and protecting the project's value."

"Okay. Put together a presentation. Talk about turnaround expertise, the independence it brings, and the different skills it requires. We'll meet with an expert."

"I already have someone in mind."

"I look forward to next week — and to seeing what they can do for us."