For failing project, changing project manager is usually the best option for turning the project around.

There are many risks involved in this process. Organizations usually have the “Project hand over” document to make sure the handover is done the best way possible. In this document, it is usually covered:

• Documents to be shared,
• project status reports, 
• information about the team, 
• stakeholder details, etc.

This document has tick boxes and once you get all the things, both PMs sign the document and of you go.

What you want to know before you take over the failing project?

First, dig to the bottom of the reasons why the project is failing. Is it just the bad project management? Are there political games, covering up some other mess? Are they looking for a scapegoat or is it a bad contract? You need to know this even before you agree to take over the project. Refuse to take thew project if you see something fishy that you know you will not be able to get yourself out of. You really want to know all the bad things happening. And, to have an idea how to approach and solve each of these problems.

Once you take over officially, former PM will no longer be available. Whatever the problem arises from this moment on, do not even try to blame the former PM. It will come across bad to everyone. Even if it was truth.

You can never be sure if you know all you need to know. I would like to help you minimize the level of uncertainties and raise your awareness of possible pitfalls.

So, how to make sure you really got all the failing project related knowledge from the previous PM?

The best way to start would be to have a longer meeting with internal stakeholders/Steering committee members and current project Manager. Sometimes this is not feasible, but do whatever you can to have them all in one place at the same time. Decide on the final invite list once you understand what you need to know and who has the information you need. 

I will now focus on what you need to know to structure this important meeting and prepare yourself for it.

First thing you want to know is who really is the ultimate decision–maker. Sometimes it is not the sponsor. Learn all you can about this person, his ambition, motivations, his organization goals, culture he is promoting, etc.

Now, understand all the power plays, politics and hidden agendas surrounding the project. Also, define people that can influence the project outcome and their real power in the organization and on the project. Usually, there are powerful people, not directly involved in the project, that can make or break your project without you being aware of it. Sometimes, for some reason, someone really want the project to fail. Make sure you know if this is the case. And, if this is the case investigate why.

Get the real reasons for engaging subcontractors. Is it only their quality and price or there are other reasons? Moreover, understand their motivation to commit to the scope they are responsible for? Do they play any part in the trouble the project is in? Should you consider canceling the contract with some of them? Bear in mind, subcontractors or partners can bring you down with them, or have their hidden interest to be part of the project delivery team. Sometimes, this could be complex to evaluate. Seek support from senior management and account managers if needed.

See if there were any major changes during the project execution. Changes in Organization structure, Sponsor or stakeholders, top management, strategy or ownership, financial status change. All these things could affect the outlook of the project and could contribute to the current state of the project.

Once you get all the above information you are ready to examine all project-related contracts. Pay most attention to penalties, obligations, assumptions, terms and conditions, termination clause. Then, compare findings with all project contracts. See if there are any discrepancies between information you collected and what is written in the contracts.

Of course, common sense is not to engage in the failing project that is contractually impossible to deliver at the moment of taking over. Bear in mind, this is the best and maybe only opportunity to change or amend the existing contracts. Make sure you do this right.

Remember, always do whatever you can to contractually cover all issues, disputes and new realities.

To conclude, from my experience, above list will cover most of the troubled project problems, and prepare you to it take over.

Photo by Andrew Neel on Unsplash