Over the past few years, assignments involving “distressed projects” have been frequent…far too frequent for the maturing state of corporate project management. Requests to “recover” a project that has strayed into the territory called “distressed” usually come complete with a “hair’s on fire” urgency to locate and solve issues including emotional distress, protectionism, and a myriad of other valid reasons for the current condition. Amidst the chaos and high-emotion, the project must be assessed without prejudgment or bias, and lead to a path of recovery.

This presentation will deal with a consulting life-cycle approach to uncovering issues that have contributed to the distressed condition and recovering as many of the project’s original objectives and expectations as possible. Distressed projects have no industry preference; they are equal opportunity employers. Therefore, the practices discussed here are applicable to all industry types. Things to be discussed include the following:

In addition to his technical project management competencies, he also utilizes his extensive training and experience in conflict management-resolution, change management and human development to successfully coach and mentor senior executives, project managers and project team personnel.

A recognized subject matter expert in the field of human development, Tom currently works with a wide range of clients from CEOs to project team resources in formal coaching and mentoring programs. 35+ years in the martial and cultural arts, coupled with his experience with, understanding of, and formal training in the behavioral psychology field, he has developed a keen intuitive sense and a direct and effective approach.