Resuming Projects: Team Morale

Looking around the room, Trish saw that her presentation was in trouble. Whether it was the slide on risks, or the one on budget, she knew that people were uncomfortable with her projections. The Gang of Six would probably follow Warren's lead, and Warren was unhappy.

Resuming projects is risky,
in part, because we
underestimate the risks
of rebuilding a team"From what I see," he said, "starting from scratch might be better than picking up where we left off. You agree?"

Trish was ready. "The operative word is 'might,'" she began. "Resuming projects isn't our strong suit. Our estimates are soft. So yes, it might be better to start over. And it might not. My estimate is that starting over would cost between 90 and 125% of the cost of resuming. But, then, the result would be cleaner and more current. It's a tough call."

Warren wasn't satisfied. "But how could that be? We've spent — let's see — 8.3? — on this so far! How could it be cheaper to start over? And why can't you answer with a simple 'yes, it will be cheaper' or 'no, it won't'?"

Trish, Warren, and the Gang of Six are struggling with one of the great paradoxes of project management: Resuming a paused project can cost more than starting over. The paradox lies in the conflict between the reality of the paused project and our own mental models of what's involved.

One part of this conflict lies in the special challenge of team formation for a resuming project. For various reasons, team rebuilders usually try to recruit former team members, and that creates special problems. Here are some reasons why:

• Many have difficult memories of the project from the period just before cancellation.
• Many may have "moved on" to success elsewhere in the organization.
• Many are no longer employed within the organization, and even if they're willing to be rehired, rehiring policies often present obstacles.
• Current managers of former team members might not permit them to rejoin the team, or they might attach difficult conditions to their release.
• Selectivity in re-recruiting by team rebuilders can create resentments about the exclusion of some former team members and the inclusion of others.

These factors threaten team morale. Some mitigation tactics are possible:

• Educate the team rebuilders about the difficulties they can expect when they try to reassemble the team, and how to address those difficulties.
• Provide strong, public, and unambiguous support from top management.
• Conduct a retreat for the whole team, facilitated by experts in team re-formation, to deal with the challenges.

When these tactics are available, safe conversations about taboo subjects are possible, and those conversations help overcome any ambivalence about (or opposition to) the resumed project. Without these tactics, you might be resuming not only a project, but a mass of problems, too.  Top    Next Issue

The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Project Management:

Communication Traps for Virtual Teams: I

Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?

Unresponsive Suppliers: II

When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers?

Seven Planning Pitfalls: III

We usually attribute departures from plan to poor execution, or to "poor planning." But one cause of plan ineffectiveness is the way we think when we set about devising plans. Three cognitive biases that can play roles are the so-called Magical Number 7, the Ambiguity Effect, and the Planning Fallacy.

Should We Do This?

Answering the question, "Should we do this?" is among the more difficult decisions organizational leaders must make. Weinberger's Six Tests provide a framework for making these decisions. Careful application of the framework can prevent disasters.

Vendor Mismanagement

When we outsource knowledge work to vendors, we expect to achieve the desired result with less risk and uncertainty than if we did the work ourselves. But mission creep, mission retrenchment and employee capture can lead to less welcome results.

See also Project Management and Project Management for more related articles.

Forthcoming issues of Point Lookout

Coming April 2: Mitigating the Trauma of Being Laid Off

Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.

And on April 9: Defining Workplace Bullying

When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info