Post Crisis Project Recovery Planning and Controlling

This course is designed for project managers, programme managers, PMO directors, senior project practitioners, project sponsors, risk management professionals, and change management specialists who are responsible for assessing, planning, or implementing project recovery in the aftermath of organisational crises or project distress. It is suitable for both those newer to formal project recovery methodology who need a structured approach and experienced practitioners who want to formalise and strengthen their recovery leadership capability.  

The recovery versus termination decision-making process is addressed within Day 2, examining the specific criteria and frameworks used to evaluate whether a troubled project should be recovered or terminated, how data collection and analysis inform that decision, and how the findings are issued in a way that builds stakeholder acceptance of the outcome. Delegates develop the analytical and governance discipline to make this consequential decision systematically and transparently — rather than defaulting to continuation regardless of evidence or terminating prematurely without proper assessment.  

Day 4 covers recovery implementation in full, examining how traditional, agile, and hybrid approaches and tools are applied in recovery contexts — recognising that the urgency, uncertainty, and complexity of troubled project recovery often demands more adaptive implementation approaches than the conventional project plan that created the distress in the first place. Delegates develop the implementation flexibility to select and apply the right approach for their specific recovery scenario rather than defaulting to a single methodology.  

Day 1 covers the assessment initiation process, examining how the signs of a troubled project are identified, how the assessment charter is developed to authorise the recovery review, and how the economic situation of the project is analysed using ROI and related financial indicators. Delegates develop the assessment discipline to begin a recovery process with the rigour and documentation that produces credible findings rather than subjective impressions — a foundational requirement for securing the stakeholder confidence that any recovery effort needs.  

Day 3 focuses on recovery plan development, covering how recovery objectives are defined through a team-based process, how the recovery team is assembled with the right skills and authority, how the recovery plan is developed with sufficient specificity to guide implementation, and how stakeholder consensus and approval are obtained for a plan that may involve difficult scope, schedule, or resource decisions. Delegates develop the recovery planning and stakeholder alignment capability that turns assessment findings into executable, endorsed recovery commitments.  

Recovery monitoring and controlling are addressed within Day 4, covering how recovery performance is tracked against the recovery plan, what risk management disciplines apply specifically to recovery contexts where risk profiles differ significantly from initial project planning, and how the transition to the "new normal" is managed as a project stabilises from recovery mode into sustainable delivery. Delegates develop the monitoring discipline to maintain recovery momentum and catch deviations before the project relapses into distress.