The initial step of modifying a failing project is to understand the cause of the failure. For the PROPwash project, on one hand, there is no clear responsibility and the accountability of the project's team members (Kerzner and Kerzner, 2017). The project manager bears the responsibility of communicating with the team members, getting feedback, and ensuring that they all understand their role and what they will be accountable for. This is evidenced by the let go of the first project manager by Mr. Corrigan. However, releasing the previous PM does solve this problem and the project may likely fail again if necessary remedies are not taken into account. In addition, there is the importance of scheduled control which will include measurement of time, people, milestones, monitoring, and equipment schedules. With a proper control schedule in place, it will give Mr. Corrigan a hint in cases where the initial planning deviates from the schedule. It is through such hints that the upcoming or current PM will have an opportunity of implementing a re-plan or fallback position and get back on track.
On the other hand, PROPwash project team may have failed from poor planning. As a result, they have been able to be the deadline for making Lighter-Than-Air installations on time and to date. As a result, the whole project will need re-planning, fall back positions, task timeliness, and process implementation stages. Further, the initial planning was never enough. The frequent complaints from the staffs about the installations are some of the normal wrongs turns that project may take. Mr. Corrigan should consider using the complaints as the feedback for improvement. Although the LTA would be de-installed and re-installed, the whole iterative process will require agile rethinking as the project manager is not a straight-line process (Kerzner and Kerzner, 2017).
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References
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
