Project failed – what’s next?

The goals were not met, the schedule could not be adhered to, the budget spiralled out of control and the results were unconvincing. One or more of these issues led to the project's failure. For project managers, this means professional and personal disappointment. After all, those responsible for projects often invest more than just their working hours.
So what now? How can such a failure be dealt with professionally? How can the damage be limited, and how can it be turned into something positive?

Projects must be successful; anything else is considered a failure. Consequently, the temptation to conceal problems, downplay mistakes or blame others is great. However, such a culture promotes fear rather than performance and prevents development.
There are many reasons why complex projects fail: unclear requirements, changing priorities, unrealistic resource planning, political conflicts and external influences. Anyone who takes on the role of project manager must consider such factors while maintaining an overview.
However, a failed project does not necessarily result from individual incompetence. The important thing is to allow for failure. Clearly identify what did not work. The aim is not to find someone to blame, but to create clarity. This clarity is the basis for everything that follows.

Next comes the familiar ritual of the 'lessons learned' workshop. Unfortunately, this often becomes a compulsory exercise in which seemingly insightful comments are collected, but rarely translated into real change.
For project managers, however, this is a crucial moment. Those who analyse a failure thoroughly are investing not only in future projects, but also in their own leadership skills.
 

• The following questions should be asked, among others:
• Were there early signs that were ignored?
• Were risks correctly assessed or systematically underestimated?
• Was communication within the team open enough?
• Were problems actively reported, or ignored out of fear?
• Did you yourself dare to speak uncomfortable truths early on? 

An honest 'lessons learned' exercise requires courage and self-criticism. However, it is the only way to avoid repeating the same patterns.

After a failure, things often move on quickly: a new project, a new goal and a new schedule. However, if you don't address the issues, you will carry the baggage with you. A real new start begins with your attitude, not the project plan. Before starting a new project, it's worth taking a moment to pause. Ask yourself:
 

• What have I learned from the last project?
• What structural or cultural conditions hinder project success, and how can I influence them?
• Which expectations will I communicate differently in future, both internally and externally?
• How can I successfully re-establish responsibility within the team without placing blame? 

You may also need to rebuild the trust of stakeholders, team members or superiors. This cannot be achieved through slogans of perseverance, but rather through transparency and concrete measures.

Failure is not a sign of weakness; it is a fact of leadership. Hardly any project manager is immune to setbacks during their career. What matters is not whether a project is successfully completed, but whether lessons can be learned from failure that will have a long-term impact. Project management is not an error-free business. It is a complex balancing act between aspiration and reality. Those who confront this reality, learn from their mistakes, and boldly forge new paths demonstrate true leadership and achieve far more than merely completing a project on schedule.