How do you turn a bad project around?

If you tried all means availabel to enlight them about better ways to conduct the project and all you get back are brickwalls, there are two things I would do:
1 - Try to understand the reason for the supposed approach. There might be obvious reasons for the way the thing is been handled. If still don't make sense,

2 - Get out fast - Your professional reputation is riding with the project. I am sure you wouldn't want a grotesque failure in your resume, would you?

Good Luck

Hi, it may be true that the compnay has its own reasons for doing things you believe to be counterproductive to its project. I would reevaluate project goals and write a directive. For example, after reviewing the project goals, I would write a review of the approach being taken versus the approach you believe should be taken. Clearly document the reasons as to why your approach is more manageable, cost effective, etc. and why you think the other approach has may end up not producing required results and/or will be cost intensive. I would then submit this to management for review. If you still are butting your head against a wall, you can gracefully terminate your work with the client - you have done the analyses and documented. In the endyou will make an ethical decision based on what is best for you. Such careful thought will not jeopardize your reputation. Good luck.

Take a "Risk Management" initiative:

Initiate a "Top 10 Risks" list (see Steve O'Connel, Weiger for more details.)

* List major foreseen and current risks.

* Indicate nature of risk, downside, and likelihood of risk occurrence.

* Indicate remedial action to FORESTALL the risk, i.e. how to avoid problems altogether.

If company is making "emotionally charged" decisions, try the "top 10 risks" - with or without the "emotional charge." Work with them to create the Top 10 List. Teamwork often starts from the bottom.

The best way to approach this situation is to use a RAD/Extreme Programming approach, and schedule many small iterations. This way, if there are problems, they will come to light sooner, and will be based on actually system results rather than opinion.

To make this approach work, however, you must commit 100% to the client's approach, so that they do not accuse you of sandbagging it. If you start making many early, "proof of concept" deliveries, the client can evaluate whether there are problems and decide to use an alternate approach.

In the end, you must do what the client wants, whether you are a consultant or an employee. You do have a responsibility, however, to reduce the risk associated with the chosen approach and minimizethe costs associated with going down blind alleys.

If you can "afford" to redirect a portion of your "concerns time" into a working presentation example for the client, reassuring that the original project scope will be met, ( in lieu of a listing of concerned opinion ), and upon their review, the emotional factors remain paramount, then, your peace of mind to just cash the checks should be in order, until the overall situation achieves a logical state.

I answer from a 20+ year military C4 background.

If customer asks for deliverables that are against your judgement you have a responsibility to provide exactly what they ask for, whether you agree or not. Beyond that, and being the prudent mariner; you have a common problem. How to convince the customer they are 'headed for the rocks'?

Find common ground between your professional integrity and your customers resources. Hitch your proposals to mission, and engage the highest levelsof command to address the difference between what you are currently providing and what the ultimate solution could truely be. You will be successful.

Your project has two tasks:
Do what you are contractually obliged to deliver, and provide your customer with alternate solutions. Leave emotions and gut-hunches aside. Be factual. Provide a fix that you can back up with measurable goals.

Your deliverables are:
Do what your customer has asked you to do on time and under budget, while; Communicating

I have a friend whose favorite proverb is:
"Loyalty to coin is loyalty nonetheless."

As a consultant, you are the mercenary specialist that was hired for a specific project. It is your duty not to avoid problems, but instead, to find a way to overcome them.

This goes beyond the letter of your agreement with the client. This may lead you to some conflict with the client. But, you will find that the client will appreciate you and your expertise more if you tell them like it is.

When they, in turn, tell you how they want it, put all your energy behind it. Bend heaven and earth.

If the project fails, it will not be because you did not perform your work. It will not be because you gave up. Other clients will recognize that.

Ifthe project succeeds, the success may become at least partially attributed to your diligence and (if the client heeded your advice) your foresight.

jeff s
former unheeded underling

Be a team player. Support management decisions fully. Of course, express concerns and suggestions for improvements. DO NOT LET MANAGEMENT SEE YOU AS AN OBSTICLE. Give them your full backing and let them know it. That is what the paycheck is for. If or when you decide to move on, do not allow the possibility of a bad reference. Give them the benefit of your best efforts.