Review the project and its strategic context on a regular and disciplined basis
Recognize the psychological and social forces that motivate one to ―stay the course‖
Recognize that there are prevailing beliefs and cultural forces that encourage the commitment of more resources to solve current difficulties and assure that success is just around the corner.
Define with senior management participation what constitutes both success and failure on the project.
Listen carefully to the concern of others about the project
Evaluate the real ability of the project team to listen to and hear bad news
Ask whether the managers ―bet too much of the farm‖ on the project where a termination would ―break the bank‖ resulting in perception of both organizational and personal failures.
Determine if the project manager feels that a lot of people will have their futures adversely affected if the project is terminated.
Step back and evaluate the project from an outsider‘s perspective.
Encouragement project team members always to provide accurate information
Consider replacing key members of the project team with new people who can bring a perspective less influenced by the project and past events.
Build an organizational culture that supports the philosophy that projects are experimental, temporary use of resources to support organizational strategies and require constant surveillance to guard against a project becoming a permanent fixture in the organization
