The Project Notebook

A Fresh Start for an Old Project

 By: Susan Peterson, M.B.A., PMP

Copyright 2014, Susan Peterson, All Rights Reserved.  No part of this article may be used or reproduced in any manner whatsoever without written permission of the author.

As we ring in a brand new year full of promise, we may feel the incentive to make resolutions to improve our lives in a variety of ways. Just as the calendar gives us an “excuse” to start anew in our personal lives, it can also give us the impetus to re-think the current projects with which we are involved. It’s easy, particularly with a lengthy project, to feel trapped in a rut. The meetings all sound alike, the progress is miniscule, and the personality conflicts abound. Or perhaps the project is progressing as planned, but people seem to be sleepwalking through their tasks. While keeping the goals of a project intact, there are some easy actions that can revitalize a “tired” project.

A good place to start with a fresh approach is the actual project work to be accomplished. A quick, high-level overview of what’s progressing, what’s lagging, and what doesn’t seem to be moving at all can often pinpoint tasks that can be dropped or at least modified. Generally, at the beginning of a project there is a tendency to list every possible task in order to ensure that nothing will be missed. As the project progresses, at least some of these tasks become superfluous, redundant, or meaningless. Since other tasks surface as the project progresses, the team members as well as the project manager can experience a sense of being overwhelmed. The overview can identify tasks that can be dropped, leaving everyone with a sense of relief.

A common challenge on project teams is that there is little or no “cross pollinization” among team members with regard to activities and responsibilities. The start of a new year is a good time to make some changes in who is doing what. The team can provide input with regard to new assignments so that the project manager is not faced with merely rearranging the Gantt chart resource allocations. While there are some people who would not willingly accept a different assignment even if it meant a 50% raise, the majority will welcome some change that they have controlled. New perspectives are bound to surface.

What would a project be without meetings? Now is a great time to look at the actual purpose of each scheduled periodic meeting that is connected with the project. Consider the following questions:

1) What is actually getting accomplished in each of these meetings?

2) Are the meetings poorly attended?

3) Is the attendee list growing while the output is dwindling?

4) Are the same things being re-hashed at every session?

If the answer to #1 is “very little” or “nothing” and at least one of the remaining questions can be answered with a loud “yes”, it’s time to revamp the meeting, eliminate it, or use a more effective method of communication.

Now that everyone is back from the holidays, it’s a good time to re-energize projects by capitalizing on the renewed energies of the manager and the team. A little overhauling can produce major positive results.

Susan Peterson, M.B.A., PMP, is a consultant who manages diverse programs and projects in both the private and public sectors for individual organizations and consortia. She also conducts enterprise assessments of project portfolio management practices. Prior to establishing her consulting practice Susan led major efforts for Fortune 100 organizations throughout the United States. She teaches the Project Management Simulation capstone course in the University of California, San Diego, Project Management certificate program and is a member of the curriculum advisory committee. She can be contacted at

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