When there is a problem with an enterprise project, knowing what not to do is often as important as knowing what to do. The stress of enterprise technology projects is high – especially when problems develop. It’s important for CEOs and Board members to help steer their company’s large technology projects back on track in the most productive way possible.

Executives and Board members should ask five questions to improve enterprise technology projects:

1. Is there a clearly understood master project plan?
2. Is the governance and change leadership process over-engineered?
3. Does the company’s Program Director have enough independent support?
4. Do decision-makers welcome bad news – so it doesn’t become worse news?
5. Does the company use contingency planning as a project management tool?

If a large technology project is derailed, the CEO, their executive team, the audit committee, and Board should consider the following:

• Focus on fixing problems, rather than affixing blame. The worst thing for a struggling project to do is to stop moving. As difficult as it might be, it’s important to convey cautious optimism, support, and lead the initiation of a new chapter.
• Put a premium on realism and honesty. Facts are your friend. In large technology projects, bad news becomes good news the earlier you receive it and can deal with it.
• Seek independent guidance and facilitation. There is no substitute for an unbiased perspective from an experienced source to help companies independently identify critical issues and develop next steps.

Due to the failure rate of the conventional project management approach, projects require advisors who are independent, put senior experience on the ground, and utilize an accelerated approach.

Learn how Brand Velocity identifies and addresses the business issues that cause
project overruns.