Suggested questions

1Why do well-funded projects fail and what are the warning signals leaders and project teams should pay attention to if they want to avoid failure?

2You’ve been brought into situations where teams were talented, and well-funded—yet nothing was getting accomplished per the plan. What usually explains that disconnect?

3How can companies tell the difference between a project that is “on track” and one that is “off Track”?

4A lot of leaders feel pressure to add new tools, software, or AI when projects stall. Can you share a time when adding more tools made things worse?

5For leaders who feel like problems only surface once they’re already on fire, how do you coach them to avoid this scenario?

6You’ve worked with organizations that spent heavily on outside advice but still didn’t get results. Why does this scenario usually occur?

7Think back to a project turnaround that didn’t start with a dramatic overhaul, but with fixing something simple. What was that simple moment, and why did it matter so much?

8What role does executive management play in a successful project outcome?

9What are the costs associated with poor project management?

10When should a company kill a project?

11If you had 30 days to stabilize a failing project, what would you focus on and what would you ignore?