Managing

Troubled Projects
 Most organizations have a
significant percentage of
TROUBLED PROJECTS MAKE UP A LARGE PART OF
portfolio value at risk as a THE PORTFOIO
result of troubled projects.

Percentage of Total Portfolio Budget Represented by Troubled Projects

■ A project is “troubled” if it is at
significant risk for not 26% 26%
achieving its business
outcomes.

21%

11% 11%

5%

1–10% 10–20% 20–30% 30–40% More Than We Don’t Have

40% Visibility into
Troubled Projects
Across the
Portfolio

More than one-half of PMOs identified at least 10% of their

organization’s project portfolio as “troubled.”

n = 19 organizations.
Source: CEB, CEB PMOEC Membership Survey, August 2012.
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2
TROUBLED PROJECTS FOLLOW A COMMON PATH TO FAILURE
The Troubled Project Lifecycle
Illustrative
2. An unsystematic Approach to
Project Recovery
Expected Project Returns
Organizations initiate the recovery effort
after underestimating the extent of Actual Project Returns
trouble or
misunderstanding of the risks and costs
associated with recovery.

Potential value Lost

Due to
Ineffective
Management of
Troubled Project

Break-Even
Point Slow Decline
Missed Break-
Even forecast

Time

1.Ineffective Early Problem 3. Delayed Termination

Identification and Escalation A prolonged decision-making process
results in significantly higher project
Warning signs go undetected, or the PM or
spending without generating benefits.
sponsor deliberately ignores them to avoid
confrontation.

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3
 nearly three-quarters of
organizations report that
1. INEFFECTIVE EARLY PROBLEM IDENTIFICATION
more than 20% of seemingly AND ESCALATION
healthy projects conceal
problems at their core.
What percentage of projects reported as healthy (or “green”) conceal hidden problems?

35%

25%

15% 15%

7%
3%

Less 10–20% 20–30% 30–40% 40–50% Other

Than 10%

Sample Indicators of
“Watermelon” Projects
■ Low project team morale
■ Disengaged sponsor or stakeholder
Hidden ■ Recurring renegotiation of deadlines or
Problems expectations
■ Brewing tension between project team
and sponsor

n = 68 organizations.

Source: CEB, CEB PMOEC Membership Survey, June 2012.

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4
 The lack of a structured,
repeatable approach to project
2. AN UNSYSTEMATIC APPROACH TO RECOVERY
recovery delays recovery
efforts and risks the use of
scarce resources on projects
not worth recovering. Typical Pitfalls During Project Recovery

Inability to secure new

resources or convince
existing ones to stay
Misallocation of committed to
resources to projects not the project
worth recovering

Achieve
Initiate
project goal
project
and
recovery
business
process.
outcome.

Lack of Confusion or
understanding of root disagreement about the
cause of project correct set or sequence of
problems recovery steps

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5
 Personal and political
motivations of project
3. DELAYED TERMINATION
stakeholders often delay
project termination decisions. Project Termination Discussion
Illustrative

“ How will the failure of this

project impact my
personal brand?”

“ How will we meet our “ How much spend will

goals if we cancel this go to waste if we kill
project?” this project?”
Project Sponsor

COO Finance Controller

PMO head Project Manager

“ Will killing this project “ Will I be held

hurt the PMO’s personally responsible for
reputation?” this failure?”

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6
Managing Troubled Projects

Early Problem Address Project Enable Effective

Identification Trouble Project
Systematically Termination

7
 PMs fail to identify and
escalate project
BARRIERS TO PROBLEM IDENTIFICATION
problems early due to
retrospective metrics and
project team reluctance
to voice concerns.

Late Problem Escalation

Backward-looking status Sponsors don’t play an active role Project stakeholders don’t
metrics prevent early in identifying troubled projects. escalate project concerns for fear
identification of
of blame.
project problems.

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8
 To increase the chance of
successful recovery,
CAPTURE LEADING INDICATOR METRICS
progressive PMOs track
leading indicators of project
trouble.
Category Potential Leading Indicator of Project Trouble

Project 1. Project spending is trending significantly under estimate or not using allocated CAPEX.
Performance 2. A growing number of dependent projects are on hold.
3. Business case has not been reevaluated in light of changing business conditions.

Communication 4. No challenges or conflicts were raised in informal and formal project reviews.
5. Different perceptions were taken from the same meeting.

Decision 6. Project stakeholders often disagree about decisions.

Making 7. “Analysis paralysis”—no formal process to ensure decisions are made
8. Project team members don’t have a clear understanding of the initiative’s purpose.

Talent and 9. The project team begins to experience attrition.

Resource 10. It is difficult to identify and allocate necessary resources.
Management
11.Project team members look stressed and are often “fire fighting.”
12. It is difficult to recruit the right talent to participate in execution.

Stakeholder 13. Ambiguity exists regarding different project stakeholders’ responsibilities.

Engagement 14. Stakeholders are missing project team meetings and sending delegates.
15. Sponsor is increasingly focused on other projects.
16. Stakeholders are not excited or eager about the project’s outcome.
17. Sponsor is dismissive of project risks.
18. Stakeholders are not comfortable escalating issues to project manager.

Process and 19. Project requirements frequently change without formal assessment.
Methodology 20. Interim goals are defined verbally rather than documented.

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 The PM provides sponsors
with guidelines to help spot
WARNING SIGNS OF PROJECT TROUBLE FOR 1

project trouble. SPONSORS

Sponsor Guide: How to Know When Projects Are in Trouble

Warning Signs: Symptoms that contribute to the need for rapid

assessment and rescue

Project Quality and Schedule

■ No one on the project knows when the project will finish.

■ As sponsor, you are unable to forecast or estimate a project completion
date.
■ The project’s deliverables are loaded with errors and defects.
■ Many deliverables have been 90% complete on an ongoing basis.

Project Objectives

■ Requirements keep changing.

■ Goals and constraints are inconsistent.

Team utilization and Morale

■ Team members work involuntary excessive overtime.

■ The field staff lost confidence in the project team’s delivery of the
promised deliverables.
■ The morale of the project team is very low.

Team Dynamics

■ Dysfunctional communication exists.

■ Interpersonal relations between project team members are highly
strained.
■ The team is experiencing irresolvable conflicts.

1 Pseudonym.

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10
 PMs educates project 1

sponsors on key pitfalls to

TOP PROJECT SPONSOR MISTAKES

IMPLEME nTATIO n Gu IDE

avoid.

Sponsor Guide: Top 15 Classic Mistakes

1. Undermined motivation
2. Team skills lacking
3. Uncontrolled problem employees
4. Adding people to a project behind schedule
5. Unrealistic expectations
6. Politics prioritized over substance
7. Wishful thinking
8. Overly optimistic schedules
9. Insufficient risk management

10. Abandonment of planning under pressure

11.Planning to catch up later
12. Requirements gold-plating
13. Fruitless negotiation
14. Silver-bullet syndrome
15. Overestimated savings from new tools or methods

1 Pseudonym.

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Theta conducts a
comprehensive review of
SURFACE PROBLEMS FROM ALL STAKEHOLDERS
project problems by
gathering feedback from Project Stakeholder Surveys
the project team, sponsor,
and PM.
1 Pseudonym.
Survey Type Project Characteristics Assessed
Project Team ■ Comfort with Escalation
Feedback
■ Escalation Path Clarity
■ Project Communications
■ Team Dynamics
■ Project Staffing
■ Role Clarity
■ Project Team Workload
Sponsor ■ Escalation Path Clarity
Satisfaction
■ Confidence in Project Success
(scope, budget, schedule)
■ Team Knowledge Sharing
■ Project Communications
■ Project Manager Accessibility
■ Project Manager Business Process
Knowledge
■ Budget Reporting
PM Assessment ■ Escalation Path Clarity
of Sponsor
■ SME Industry Knowledge
Compliance
■ Speed of Invoicing Issue
Resolution
■ Sponsor Collaboration on
Project Charter
■ Sponsor Budget Feedback
1
Sample Questions
■ Project issues and risks are
communicated.
■ Project team members are
comfortable approaching 1. Theta encourages
project team members to
project management report issues.
resources with issues and
concerns.
■ Project issues are
communicated proactively. 2. The PMO ensures
sponsors and PMs
■ It is clear whom to know how to escalate
contact with questions and problems.
concerns about this project.
■ It is clear whom to
3. PMs assess the quality of
contact with questions
sponsor engagement to
and concerns about this ensure they have
project. adequate support.
■ The sponsor responds to the
change request process
within time frames specified
in the project plan.
12
 Encourage project team
members to exercise
PROJECT TEAM SILENCE DRIVES PROJECT
judgment and COSTS HIGHER
independently report
project issues early.

High degree of stress and

loss of productivity

Lower team morale

higher project costs

Damaged relationships within

team or with sponsor
What can happen if your
project team resources don’t
speak up?
Poor product quality

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13
The PM plays a critical role in
ensuring all project resources,
ESTABLISH A REPUTATION OF BEING OPEN AND UNBIASED
feel comfortable in escalating
their concerns.

“How” you Say Something Is Often as Important as “What” you Say

Potentially damaging: “Please don’t come to me with Potentially damaging: “Don’t talk to me about
unconfirmed complaints about your project or project hypothetical situations. I only want to hear about real
team members.” problems.”

Preferable: “Thank you for coming forward about this. I Preferable: “My door is always open if you have a
know it took courage.” question or a concern.”

PM

PM Checklist for handling Project Team Concerns

Getting Started
Show you’re ready to have a discussion by giving the employee your full attention.
Thank the employee for coming forward.
During the Discussion
Listen actively. Remain objective.
Take notes. This communicates high interest and lessens the chance of forgetting what transpired during the meeting.
Ask open-ended questions to ensure you understand the concern.
Watch your tone of voice and body language.
Try to determine if the employee has sought help from others. This may speak to his or her level of frustration, and there may be additional action
steps.
Finishing up
Restate what you heard.
Ask what the employee expects to happen. This reassures and may pleasantly surprise the employee.
Explain the next steps. Be careful not to promise actions that mirror the employee’s expectations if they are not appropriate (e.g.,
“fire that individual!”).
Tell the employee when to expect follow-up.
Assure the employee that you will maintain confidentiality to the fullest extent possible (total confidentiality may not be possible during a review of
the project).
Ask the employee to maintain confidentiality as well (i.e., don’t talk to others about it).

Source: CEB, CEB Compliance & Ethics Leadership Council, 2012.

14
KEY TAKEAWAYS: ENCOURAGE EARLY PROBLEM IDENTIFICATION AND
ESCALATION

For PMOs

■ Encourage all project stakeholders, not just PMs, to voice concerns by keeping an open-door policy and ensuring there are no negative
consequences of escalation.

■ Educate sponsors on the warning signs of project trouble and how to contribute to project success.

■ Coach executives to respond constructively when problems are escalated.

For PMs

■ Do not rely solely on project health–check tools and templates to surface project problems. Apply judgment and meet regularly with
stakeholders to identify signs of trouble early.

■ Ensure the project team feels comfortable approaching you about project problems.

■ Ensure sponsors are providing adequate support and resources for project success.
For Stakeholders

■ Be transparent about project concerns, and discuss them with the PM as early as possible.

■ View the PM as a coleader of the project who can help solve problems, rather than simply as a facilitator or coordinator.

■ Be receptive when problems are escalated to you, rather than being defensive or blaming the PM.

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15
 An incomplete
understanding of project
BARRIERS TO PROJECT RECOVERY
problems and the lack of a
repeatable process for
addressing them when they
occur complicate project
recovery efforts and increase
project and PMO costs.

Inefficient project recovery

Exit Triggers are not Recovery effort does not

identified at the start of a address the root causes of
project. project trouble.

Carefully select projects for recovery, and Perform unbiased project health
target PMO involvement in those projects. assessments by incorporating
feedback from key stakeholders.

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16
ROOT-CAUSE ANALYSIS PRIMER

IMPLEME nTATIO n Gu IDE

Ask consultative questions of business partners to reveal the underlying causes of a problem.

Comprehensive Approach Simple Approach

■ Conduct a root-cause analysis of the problem, sequentially breaking Diagnostic ■ Use consultative, probing questions to identify underlying
down problem causes into their constituent parts. problem causes.
Approach
■ Draw a root-cause tree that visually shows the relationship among ■ Employ brainstorming techniques to identify potential problem
distinct problem causes. causes.

Root-Cause Tree, Illustrative Example Questions

Problem ■ What changes make this problem more difficult to solve?

Statement ■ What has prevented you from solving this in the past?
■ What do you mean when you say ___? Some of your peers use
that term in a variety of ways; what exactly does it mean to you?
Branch
Nodes 1st Level: 1st Level: ■ ______________________________________________
WHY? Cause A Cause B
■ ______________________________________________

■ ______________________________________________
2nd Level: 2nd Level: 2nd Level: 2nd Level:
Level
Cause A.1 Cause A.2 Cause B.1 Cause B.2

Source: CEB, CEB Communications Executive Council, 2012.

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Decision makers
frequently choose to continue
CLARIFY DECISION BIASES TO OVERCOME THE
projects— even after they are “SUNK-COST FALLACY”
not financially viable—based
on their perception of
“sunk” costs. Sunk-Cost Case in Point: The Concorde
Details of the Concorde Project

■ The Concorde was the world’s first supersonic

transatlantic passenger aircraft.

■ It took Britain and France well over two decades to jointly

construct the aircraft.

■ The project was sustained despite significant and

repeated budget and schedule overruns and was
eventually completed at £1.3 billion—about 12 times
higher than the initial estimate.

■ Only 10% of the sales forecast was achieved during the

plane’s 35-year life span.

Decision Biases That Drive the Sunk-Cost Fallacy

1. Conflict Aversion: Decision makers avoid controversy and confrontation.

2. Personal Beliefs: Decision makers cling to existing beliefs in the face of objective evidence.
3. Short Termism: Decision makers focus on achieving short-term goals at the expense of long-term results.
4. Over-Optimism: Decision makers underestimate the probability of failure.
5. Organizational Hierarchy: Junior staff avoid expressing views inconsistent with or opposite to those of their superiors.

Source: http:/ /en.wikipedia.org/wiki/Concorde; Steve Fitzgerald, “Concorde Landing Farnborough,” http:/ /www.airliners.net/photo/British-Aircraft-Corporation/Aerospatiale-BAC-

18
Segregate roles and
responsibilities of
COLLABORATE WITH KEYSTAKEHOLDERS TO SAFE EXIT, INC.
1

different stakeholders to IDENTIFY EXIT TRIGGERS

collaboratively identify exit
triggers. 1
Identify exit triggers collaboratively to ensure all stakeholders are on the same page.

Roles and Responsibilities in Exit Trigger Identification

Stakeholder Role Responsibility
Project Team Identifier Deduces exit triggers from underlying strategic assumptions that must
remain valid across the project timeline
Strategy Team Evaluator Ensures exit triggers are objective, fact-based, and relevant to the project’s
underlying assumptions
Functional Teams Approver Functional teams involved in project execution are also involved in the
(e.g., Marketing, assessment of exit triggers.
Sales)

2
Refer to comparable past projects to identify key performance indicators (KPIs) that were early predictors of
project success or failure.

Correlation of KPIs with Past Project Success/failure

Illustrative, Canned Pheasant Eggs Project Example

Highest correlation with project success or failure means it could

be a potential exit trigger for similar projects.
0.9
Project Success
Correlation with

0.6

0.3

0.0
Supermarket New Supplier Cash Flows Marketing
Preordering Customers Partnership in Campaign
Levels Acquired Planning Effectiveness
1 Pseudonym.
Source: CEB, CEB Corporate Strategy Board, 2012.

19
 Establish exit triggers at each
stage of the project execution
MAP EXIT TRIGGERS TO CRITICAL SAFE EXIT, INC.
1

timeline to help executives STAGES Of THE PROJECT

make rational decisions about
the project’s future.
Project Execution Timeline and Associated Exit Triggers
Illustrative, Market Launch of Canned Caviar

Exit Triggers Mapped to Project Stages

Launch in Launch in
Pilot Tests
Strategic Assumption Metro Cities Tier-Two Cities

Market for aspirational foods
will grow by CAGR 8% over
2012–2017 across all Indian
cities.
More than 30% variance
between projected and
actual demand
More than 80% variance More than 50% variance
between planned and actual: between consumers’ price
expectation and company’s
■ NPV
target selling cost
■ IRR

■ Cash flow

One out of five people in
metros with monthly
income in excess of X
rupees buy aspirational
foods.
Market expansion will not
impact brand perception.
More than 60% of potential
customers do not fit
targeted base.
More than 40% of potential
customers do not fit
targeted base.
More than 20% of focus
group participants indicate
that expansion negatively
impacts brand perception.
More than 30% of potential
customers do not fit
targeted base.
More than 40% of focus
group participants
indicate that expansion
negatively impacts brand
perception.

Exit triggers help monitor the validity of the key Exit triggers evaluate both financial and
strategic assumption during each project stage. strategic objectives.

1 Pseudonym.

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20
 Proactively documenting
termination criteria before
OBJECTIVE TERMINATION CRITERIA 1

IMPLEME nTATIO n Gu IDE

project launch helps to
depoliticize termination
discussions.
Five Portfolio “Winner” and “Loser” Picking Criteria
1 Balance strategic and 2 Document execution risk 3 Diagnose projects at risk quickly by
financial criteria when assumptions up front to revisit articulating specific termination triggers
measuring investment assumption relevance and project for key metrics and business-driver
performance. health as time passes. assumptions.

Category Metrics/Considerations Major Assumptions2 Triggers for Termination2

1. Strategic fit
Is this business aligned to
our long-term strategy?
■ Geography and ■ Brand strength can be ■ Diversifying customer segments
Customer Coverage leveraged uniformly across all distances products from the brand
■ Brand Leverage extension opportunities. promise.
■ Noncore extension negatively
impacts customer perception.

2. financial Attractiveness ■ Gross Margins ■ Parent company IP can help ■ Product customization to suit region-
Does this project meet our ■ Free Cash Flow create innovative products and specific tastes increases costs and
margin and cash flow extract premium pricing. invalidates margin assumptions.
requirements?

3. Sustainability and ■ Total Market Size ■ Favorable government ■ Industry consolidation and entry of
Scalability ■ Current Market Share policies will ensure the foreign players limit market share
Will this project help us ■ Market CAGR Projection organized industry grows growth.
achieve our long-term significantly.
■ Competitive Intensity
goals?

4. Competence ■ Customer Service ■ Proven branding and ■ Layoffs in response to adverse

Do our existing capabilities
align with the execution
requirements?
■ Product Innovation
■ Talent Hiring and
Retention
innovation competencies will
continue to create
competitive advantage.
economic conditions create key
capability gaps.
■ New-to-company marketing and
distribution networks endanger
market share.

5. Predictability ■ Cash Flow Visibility ■ Increased awareness of costs ■ A highly volatile return schedule for
Does this initiative add a ■ Demand Variability and market trends will preempt sunk costs pressures the capital
disproportionate amount of risk ■ Market Cyclicality any valuation shocks. structure.
to the corporate risk profile?

1 Pseudonym.
2 For illustrative purposes only.
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Rights Reserved. PMOEC4069112SYN Source: CEB, CEB Corporate Strategy Board, 2012.

21
Identify, document, and
agree with stakeholders
IDENTIFY RISK GUARDRAILS
on highly critical and
potentially immitigable Detailed Risk Assessment Calculator
risks—the “deal breakers.”
There are usually only a few highly
critical risks for each project.

Highly Critical Risks

Sarbanes-Oxley Compliance Project
Up-Front
Proposal Risk Factors Probability Impact Ability to Mitigate Threshold Actions
Review by Project Team
Attrition of senior- Medium Medium Low Position vacant Stop the project
level database for more than until the position is
! expert
High High Medium
three weeks filled.
Selection
Project dependent Medium Medium Low Data more than Rebaseline project
on receiving new one week late scope to reflect
High High Medium
! customer data changes and
Execution fields from revisit business
Project A requirements.
Project Manager Business Sponsor

Adoption

Amy Smith Dorothy Spencer

Source: Erie Insurance; CEB analysis.

Decisions Enabled by Highly Critical Risk

Identification
Illustrative

Escalate: Impact of the risk cannot be contained by project team; PMO, IT Governance committee,
or business sponsors must intervene for effective mitigation.

Rebaseline: Cost, schedule, or benefit baselines are no longer realistic and must
be recalculated.

Terminate: Project costs outweigh project benefits.

Source: Erie Insurance; CEB analysis.

© XXXX­–2016 CEB. All rights reserved. PMOEC5948016SYN_B

22
Lack of a structured decision
process causes organizations
CREATE A SET Of PREDEFINED GUIDELINES TO
to continue spending on INFORM PROJECT RECOVERY DECISIONS
projects that are either not
recoverable or not worth
recovering. Guidelines for Determining Project Recovery Posture
Illustrative
Recover

Have you No Do we yes Will the project still yes

observed one or currently have deliver an acceptable
Troubled Project more of the the required return given the
Identified project’s pre- resources estimated recovery cost?
defined “exit for project
triggers” (e.g., a recovery? No
change in key No
business case
assumptions or Is the sponsor
external market willing to Can the project be
yes
dynamics)? commit re-scoped

Project Recovery Posture

additional yes to deliver an
yes
resources? acceptable return?
No No

Are key strategies or

critical projects in the yes
portfolio dependent
on this project?

No

Terminate

23
KEY TAKEAWAYS: ADDRESS PROJECT TROUBLE SYSTEMATICALLY

For PMOs

■ Target PMO efforts to the most value-added roles (e.g., problem identification, given sponsor skills, problem severity, and project
importance).

■ Ensure an objective approach to problem assessment, and gather feedback from multiple points of view.

■ Select PMs with consultative skills to diagnose and create the plan for solving project problems.
For PMs

■ Establish milestones for project recovery, and ensure stakeholders agree on next steps.

■ Define exit triggers and roles to identification at the start of the project.

■ Regularly check recovery execution against the revised project schedule and budget, and escalate deviations early to re-baseline, if
necessary.

For Stakeholders

■ Contribute to recovery planning by sharing past experiences.

■ Help PMs make informed project cost, schedule, and scope trade-offs.

■ Dedicate sufficient time to review and sign off on the final recovery plan; do not delegate without allocating explicit decision rights.

■ Ensure SMEs are committed to recovery and clear on their role.

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24
GUIDING PRNCIPLES FOR MANAGING TROUBLED PROJECTS
Encourage Early Problem Identification and
Escalation
■ Encourage all project stakeholders, not just PMs, to
voice concerns by keeping an open- door policy and
ensuring there are no negative consequences of
escalation.
for PMOs ■ Educate sponsors on the warning signs of project
trouble and how to contribute to project success.
■ Coach executives to respond constructively when
problems are escalated.
■ Do not rely solely on project health–check tools and
templates to surface project problems. Apply judgment
and meet regularly with stakeholders to identify signs of
trouble early.
■ Ensure the project team feels comfortable approaching
for PMs
you about project problems.
■ Ensure sponsors are providing adequate support and
resources for project success.
■ Be transparent about project concerns, and discuss
them with the PM as early as possible.
■ View the PM as a coleader of the project who can
help solve problems, rather than simply as facilitator
For or coordinator.
Stakeholders
■ Be receptive when problems are escalated to you,
rather than being defensive or blaming the PM.
© 2013 The Corporate Executive Board Company. All
Rights Reserved. PMOEC4069112SYN
Address Project Trouble Systematically
■ Target PMO efforts to the most value-added roles (e.g.,
problem identification, given sponsor skills, problem
severity, and project importance).
■ Ensure an objective approach to problem assessment,
and gather feedback from multiple points of view.
■ Select PMs with consultative skills to diagnose and
create the plan for solving project problems.
■ Establish milestones for project recovery, and
ensure stakeholders agree on next steps.
■ Encourage a positive working environment by
quickly addressing internal conflicts or apprehension
regarding the likelihood of project success.
■ Regularly check recovery execution against the
revised project schedule and budget, and escalate
deviations early to re-baseline, if necessary.
■ Contribute to recovery planning by sharing past
experiences.
■ Help PMs make informed project cost, schedule, and
scope trade-offs.
■ Dedicate sufficient time to review and sign off on the
final recovery plan; do not delegate without allocating
explicit decision rights.
■ Ensure SMEs are committed to recovery and clear on
their role.
Enable Effective Project Termination
■ Establish consensus on project exit triggers, such as
project interdependencies and changes in business
conditions, before initiating a project.
■ Ensure PMs and stakeholders have a framework for
making objective economic decisions on project
termination.
■ Ensure stakeholders don’t use sunk costs to justify
continuing a troubled project.
■ Cross-pollinate lessons learned through informal
mentoring and communities of practice to help peers
identify and course-correct other troubled projects.
■ Explain project termination rationale to project team
members to avoid confusion.
■ Keep team morale high when a project
is terminated.
■ Help the PM identify the exit triggers that would indicate
a project should be terminated.
■ Deprioritize personal or BU objectives in service to the
organization’s best interests when making the decision
to recover or terminate a
troubled project.
■ Monitor changes in the business environment that could
impact the project, and bring them to the PM’s attention.
25
Appendix

26
 1
PROJECT TEAM SATISFACTION SURVEY

IMPLEME nTATIO n Gu IDE

Project Communications Strongly Neutral Strongly Grade Action Plan
Disagree Agree (A–f)
1. The scope of this project was clearly communicated to each team member.
2. The project charter, including the delivery approach, was clearly communicated to each
team member.

3. The project reporting structure was clearly communicated to each team member.
4. Project changes are communicated.
5. Project issues and risks are communicated.

6. Project issues and risks are acted upon promptly.

7. Project progress is communicated to the team.
8. Project management resources exhibit good listening skills and comprehension.
9. The project manager acts as an advocate for team members.

10. Project management resources respond to individual team member issues and concerns.

Team Dynamics Strongly Neutral Strongly Grade Action Plan

Disagree Agree (A–f)
11.The project manager fosters team cooperation.
12. The project team, including vendors, works well together.
13. Both individual and team accomplishments are acknowledged.
14. Project team members are comfortable approaching project management resources
with issues and concerns regarding the project.

1 Pseudonym.

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27
 1
PROJECT TEAM SATISFACTION SURVEY (CONTINUED)

IMPLEME nTATIO n Gu IDE

Project Environment Strongly Neutral Strongly Grade Action Plan
Disagree Agree (A–f)
1. Project team members were staffed appropriately.
2. Project team members are able to complete assignments with the tools provided.
3. Problems with the physical work environment are addressed.
4. Problems with the technical environment are addressed.

5. Project team members have a working knowledge of the processes and

methodologies applied to this project.

6. Approved processes and methodologies are being followed.

7. Project team members are satisfied with the results of the project to date.
8. Project team members are receiving the support needed from resources within their own
organization.

9. The project manager acts as an advocate for team members.

10. Project team members are receiving the support needed from resources at each
geographic location.

Roles and Responsibilities Strongly Neutral Strongly Grade Action Plan

Disagree Agree (A–f)
11.Project team member roles and responsibilities on the project were communicated.
12. Project team members feel they can influence change to improve the project.
13. Project team member workloads are balanced.
14. Project team members understand how their work efforts fit into the overall project effort.

15. Project team members understand where their due dates fit into the overall project schedule.

1 Pseudonym.

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Rights Reserved. PMOEC4069112SYN

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PROJECT TEAM SATISFACTION SURVEY (CONTINUED)

IMPLEME nTATIO n Gu IDE

Sponsor Satisfaction Strongly Neutral Strongly Grade Action Plan
Disagree Agree (A–f)
1. It is clear to you whom to contact with questions and concerns about this project.
2. Project managers are accessible when you need them.
3. Your representatives were asked to provide input to the project plan and project schedule.
4. The project team integrated well with your organization.
5. You are satisfied with the quality of project communications.
6. You are satisfied with the frequency of project communications.
7. Project team members are courteous and professional.
8. The project charter is accurate.
9. Invoicing is accurate.

10. The project manager understands the business processes and issues associated with the project.
11.You are satisfied with the quality of project deliverables.
12. Scope changes are clearly communicated, including their effect on budget and schedule.
13. You are satisfied with the level of detail in project documentation.
14. You are notified about potential staffing changes.
15. Project issues are communicated proactively.
16. Project issues are resolved promptly.
17. The project will be completed within the approved scope.
18. The project will be completed within the approved budget.
19. The project will be completed on schedule.
20. Key milestone dates are met.
21. You are satisfied with the comprehensiveness and accuracy of the budget reported.
22. Invoicing issues are resolved promptly.
23. The project team promotes knowledge sharing with sponsor organization.
24. The project’s deliverables met your business requirements.
25. The objectives, as stated in the approved project charter, were met.
26. The project provided value to your organization.

1 Pseudonym.

© 2013 The Corporate Executive Board Company. All

Rights Reserved. PMOEC4069112SYN

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PROJECT TEAM SATISFACTION SURVEY (CONTINUED)

IMPLEME nTATIO n Gu IDE

Sponsor Compliance Strongly Neutral Strongly Grade Action Plan
Disagree Agree (A–f)
1. Invoicing issues are resolved promptly.
2. The sponsor’s SMEs possess the skills required for this project.
3. The sponsor’s SMEs possess the industry knowledge required for this project.
4. The sponsor promotes knowledge sharing.
5. You are satisfied with the quality of sponsor communications.
6. You are satisfied with the frequency of sponsor communications.
7. The sponsor’s personnel are accessible when you need them.
8. The sponsor’s personnel are courteous and professional.
9. The sponsor’s team assists in controlling scope.

10. The sponsor responds to the change request process within time frames specified in the
project plan.
11.You are satisfied with the level of detail in sponsor documentation.
12. You are notified about potential sponsor staffing changes.
13. Project issues and risks are communicated proactively.
14. Project issues and risks are addressed promptly.
15. The sponsor has met all project deadlines to date.
16. It is clear to you whom to contact with questions and concerns about this project.
17. The sponsor has collaborated in developing the project charter.
18. The sponsor responds to the deliverable acceptance process within time frames specified in
the project plan.
19. The sponsor has assigned the resources that were identified in the project charter.
20. The sponsor participates in project reviews.
21. The sponsor provides feedback on project status reports.
22. The project’s deliverables met your business requirements.
23. The sponsor has participated in project/phase closure activities, such as review of budget
reports and lessons-learned meetings.
24. The sponsor provides feedback on project budget information.

1 Pseudonym.

© 2013 The Corporate Executive Board Company. All

Rights Reserved. PMOEC4069112SYN

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