Some projects are not worth rescuing or keeping alive, be courageous, be smart, and kill them

We’ve all been there. The project is a zombie. It has failed. It will not meet expectations. Everyone knows it. Yet no one dares to step up and kill it.

The 𝟳 𝗿𝗲𝗮𝘀𝗼𝗻𝘀 Why we tend to stick with failing projects:

1. 𝗖𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁 𝗲𝘀𝗰𝗮𝗹𝗮𝘁𝗶𝗼𝗻: cognitive and social inertia where we dislike changing course
2. 𝗜𝗺𝗽𝗿𝗲𝘀𝘀𝗶𝗼𝗻 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 (𝗽𝗼𝗹𝗶𝘁𝗶𝗰𝘀): or fear of exposing oneself as a failure
3. 𝗕𝗹𝗮𝗺𝗲 𝗴𝗮𝗺𝗲𝘀 (𝗽𝗼𝗹𝗶𝘁𝗶𝗰𝘀): it’s only failing due to someone else faults (sales, marketing, PMO, finance, vendors, customers
4. 𝗦𝘂𝗻𝗸 𝗰𝗼𝘀𝘁 𝗳𝗮𝗹𝗹𝗮𝗰𝘆: or the misguided attachment to the amount of time and money already invested
5. 𝗟𝗼𝘀𝘀 𝗮𝘃𝗲𝗿𝘀𝗶𝗼𝗻: humans prefer “not to lose” rather than “to start anew”
6. 𝗔𝗯𝗶𝗹𝗲𝗻𝗲 𝗣𝗮𝗿𝗮𝗱𝗼𝘅: Individuals choose not to voice their concern because they mistakenly believe others still support the project
7. 𝗛𝘂𝗯𝗿𝗶𝘀: the belief that the organization or an individual (usually a senior executive) cannot be wrong

I will argue that one of the most fundamental roles of a PMO (and of project portfolio management) is not just the ability to discern and prioritize the projects that promise the highest returns, but also the courage (and authority) to terminate those that do not meet strategic objectives.

Yet, this is rarely seen and done.

The obstination towards keeping bad projects alive ignores a fundamental principle of opportunity cost. Every moment and resource dedicated to these distressed projects is a moment not spent on new, potentially more lucrative ventures.

The consequences are far-reaching, encompassing not just financial losses but also detrimental impacts on team morale and the strategic misalignment of the organization's goals.

Here are 5 practical ways to avoid this trap:

1. Have a “𝗞𝗶𝗹𝗹 𝗟𝗶𝘀𝘁” as a regular agenda item for project Steering Committees
2. Be data-driven, do away with emotions, always measure projects in terms of 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝗰𝗼𝘀𝘁 (can resources be better used elsewhere?)
3. Have reviews by 𝗻𝗲𝘂𝘁𝗿𝗮𝗹 𝟯𝗿𝗱 𝗽𝗮𝗿𝘁𝗶𝗲𝘀 (although it's not always possible due to IP considerations)
4. Foster a culture where 𝗳𝗮𝗶𝗹𝗶𝗻𝗴 𝗶𝘀 𝗼𝗸, where the goal is not to avoid failure, but to constantly adjust, iterate, and be nimble.
5. Reward ideas and executions, not just outcomes.

Some projects are not worth saving. They stay alive because of inertia and because of other people's egos. They steal away resources from more promising projects.

As a PMO Head, a Senior Leader, or even as a PM, have the courage to embrace the difficult, yet essential practice of discontinuing projects when necessary.

Eric's Note:

Want to read all my best posts? Subscribe (for free) to my other Newsletter on Substack. Click here and See you there! 😎