How do you identify troubled projects, and then fix them when you do?  CIO magazine ran a series of articles that give good perspectives into avoiding issues, investigating troubles, and repairing the effort.

Some favorite quotes…

Regarding CXOs who ask for and then ignore feedback:

But don’t pretend to listen if you aren’t going to take action.
Richardson says, “Don’t ignore our feedback if you ask for it. That’s
not empowering. It’s pretending to include us before yanking the carpet
out from under our feet.”

Regarding project issues:

Lack of communication, both formal and informal, is another early
warning sign. If the stakeholders, from team members to users, aren’t
talking to each other, you’ve got a problem.

and

“This is a really tricky cultural thing,” says Raj Kapur, executive vice president of the Center for Project Management,
a software project management consultancy and education firm in San
Ramon, Calif. “Everyone is allergic to bad news.” As a result, it’s all
too easy to develop a culture where bad news is slow to percolate
upward—which deprives management of vital, if unpleasant, information.
“You have to provide an environment where bad news is
accepted,” says Kapur. “That’s critical, and it’s not the job of the
team members. It’s the job of the leader.” And by extension, the CIO.

Deathmarches begin…

One early sign a project is slipping its schedule is teams working a
lot of overtime. This is a particularly important indicator because
assigning or encouraging overtime is the fastest fix the project
manager has, as well as the one that attracts the least attention.

Now, if fixing the issues were as easy as writing about them…

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