LEAP - Framework for managing projects that are off track or derailed

LEAP Framework

As a bilingual engineer in Japan, you’re often called upon to work on various projects. In my case, I frequently assisted in projects that had gone off track or were derailed.

Initially, I struggled to meet the expectations of bringing these projects back on track. I didn’t know where to start or how to address the problems. However, with constant exposure to such challenging projects, I developed a framework. Today, I’d like to share my experience of handling these projects.

Common patterns in such projects include:

• Trust deficit between the customer and the project team
• Lack of coordination between sub-teams or teams in different locations
• Unresolved technical challenges (performance issues, unfriendly user interfaces, etc.)
• Long meetings with few conclusions
• Team members feeling uncomfortable talking to certain colleagues
• Frequent unplanned absences of team members
• Poor documentation/version management of requirements, specifications, and release documents

Assumptions Before Starting

1. This is not a unique project.
2. Someone has solved similar critical problems in the past.
3. It is possible to regain the trust of stakeholders.

Steps to Turn Around a Project

1. Initial Assessment

Talk to every team member to gather information on these points without being judgmental:

• What is not going well in this project?
• What is going well?
• If a few things could be changed, what comes to mind first?

Expect more responses to the first question than the second. Once you’ve completed the interviews, you’ll have a mental model of where the problems are centered, whether they’re technical, people-related, customer-related, or a mix.

2. Focus List Preparation

Prepare a list of problems and sort them by their potential positive impact and ease of implementation.

Often, there are some low-hanging fruits that can be resolved quickly. Focusing on these builds confidence among stakeholders and encourages them to listen to you.

3. Tackling Tougher Challenges

After addressing the easier issues, move on to tougher challenges. Tough decisions will need to be made, and not everyone will agree with you. Assure team members that you will take responsibility if things go wrong and explain the situation to senior management.

4. Optimization

Initially, put in the extra hours, but always aim to optimize processes once things settle.

Real Activities Executed

• Provide a safe and open environment where members felt comfortable sharing their concerns and difficulties without fear
• Keep meetings efficient by excusing members whose parts are done, showing respect for their time.
• Emphasize peer reviews and ensure review comments are addressed.
• Automate processes wherever possible (e.g., testing, project management, translation) to reduce overall overtime.
• Strengthen version management and simplify documentation.

During this process, identify team members with strong management or technical skills, coach them, and gradually let them take the lead while you step back.