This and some further pieces of advice appeared in an article at projecttimes.com.
First indications
Here a distinction needs to be drawn between cause and symptom. A symptom is a sign there is a problem. You need to delve deeper and discover the underlying cause of the symptom. Three significant indicators to look for are cost, schedule and scope. Who is taking care of these areas and how often are they providing updates?
Previous efforts at reform
Maybe some corrective measures were taken at an earlier date and proved ineffective. There is no point in your repeating these and making a bad situation worse.
Review objectives and performance to date
Before recommending any changes, you need to ensure the currently valid objectives and scope are still realistic. Check on completion and delivery dates and the extent to which these have already been met. If not, how much is this costing the company? This review will be time-consuming in itself but it definitely has to be done.
Data analysis
Look for significant patterns in issues which might repeat themselves; these may involve individual people or entire departments. You will need to check on personal behaviour and competencies, as well as workloads and other external factors which may be influencing performance. The aim here is not a witch hunt but to form an objective overview of all relevant factors.
Final report
It is recommended your final report be presented in a face-to-face meeting with the main contact person at the company. After stating the basic facts, you need to consult such matters as how and to whom your findings should be released.
What happens next
Based on the findings of the report, the project will need redefining, possibly with some changes in the team. You will then have to obtain the approval of stakeholders for your new proposal.
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