In my experience, the most common reason relationships sour on projects in because of unrealistic expectations and poor expectation management. Often, contracting and expectation-setting is done by a sales team without a project manager and/or product manager present for the negotiations.  Because assumptions made during this process are rarely documented and projects become derailed,  its often necessary and recommended that a third party, like the role Emily Luijbregts describes in her blog post, intervene in troubled projects.  A fresh set of eyes and a new perspective can be utilized to re-align the expectations of all stakeholders.  A new project plan may be needed, and communication efforts should be redoubled.

From Voices on Project Management:
by Emily Luijbregts

I often take on the role of escalation manager. I’m brought into projects when things are going wrong. It’s my goal to bring the project back on track and repair the working relationship with the teams and the end-customers to ensure we can have a lasting, producti…

from
Voices on Project Management https://ift.tt/2Fq1Et1