John Edwards, Technology Journalist & AuthorMarch 26, 20255 Min ReadLiubomyr Vorona via Alamy Stock PhotoA long-dormant IT project that suddenly springs back to life can be both welcome and challenging. Teams must be reassembled, abandoned timelines reconfigured, and technologies and methodologies updated to reflect current practices and standards.The best way to launch a project revival is to look backward. "Conduct a thorough project reassessment to identify the root causes of delays, then re-prioritize deliverables using a phased, agile-based approach," suggests Karan Kumar Ratra, an engineering leader at Walmart specializing in e-commerce technology, leadership, and innovation. "Start with high-impact, manageable milestones to restore momentum and stakeholder confidence," he advises in an online interview. "Clear communication, accountability, and aligning leadership with revised goals are critical."Shanna Rahming, senior vice president of managed services for SDI Presence, an IT consulting and managed services provider, and former CIO for the State of Nevada, agrees that it's important to understand what actually caused the delay. Was it a lack of resources, such as funding, skills, tools, hardware, or staff? "After you know why it's off track, you can then determine what needs to be done to get the project completed," she advises in an online interview.Related:Once the delay's cause has been clearly defined, seek information and insights from the original team, Rahming advises. "Then the stakeholders and executives need to have that information communicated to them."The next step should be performing a root-cause analysis. "Identify whether the delay stemmed from unclear requirements, technical debt, resource gaps, or scope creep," Ratra says. "Engage stakeholders, document findings, and reset priorities based on what delivers the most value in the shortest time."Team RebuildingIts usually best to retain past core team members who understand the projects history and complexities but augment the team with new expertise where gaps exist, Ratra says. "Fresh perspectives often drive innovation and problem-solving, while experienced team members ensure continuity."Recall past team members, yet supplement them with new members with similar skills and project experience, recommends Pundalika Shenoy, automation and modernization project manager at business consulting firm Smartbridge, via email. "Outside perspectives and expertise will help the team."While new team members should be welcomed, try to retain at least some past contributors to ensure project continuity, Rahming advises. Fresh ideas and insights may be what the legacy project needs to succeed but try to retain at least some past contributors to ensure project continuity, Rahming advises. "The new team members may well bring a sense of urgency, enthusiasm and skills ... that weren't present in the previous team at the time of the delay."Related:Avoiding MistakesThe biggest mistake team leaders make is rushing into execution without first addressing root causes. "Restarting a project without fixing systemic issues, such as poor communication, unrealistic timelines, or unclear scope, can lead to repeated failures," Ratra warns. IT leaders must also avoid setting overly ambitious goals. "Start small, show progress, and scale up."Its easy to focus on simply catching up with deadlines or scrambling to get back on track, but if the underlying issues aren't addressed, the same problems will likely surface again, cautions Anbang Xu, founder of JoggAI, an AI-based video platform provider. "IT leaders sometimes ignore team dynamics, communication issues, or technical debt in favor of focusing on just getting the project finished," he explains in an email interview. "This can create a cycle of delay, further burnout and, ultimately, project failure."Related:Shenoy says the two big mistakes he repeatedly sees are adding additional resources without understanding the real issues and overcommitting without team consensus.Final ThoughtsTransparency and trust are essential for successful project recovery, Ratra says. "Leaders should foster an open culture of accountability and communicate realistic goals with stakeholders." Leveraging automation tools and using AI-driven project monitoring can also help identify bottlenecks early, ensuring the team remains on track and responsive.To keep the relaunched project on track, it's important to establish and monitor a detailed communication plan that regularly shares critical information with team members, Rahming says. There should also be buy-in from technology and business stakeholders.Build a unified staff culture that's committed to succeeding or failing as a team, Shenoy says. "Encourage transparency and active collaboration across the team and stakeholders."Managing delayed projects requires a deep understanding of adaptability and resilience, Xu observes. "In a fast-moving field, like AI, setbacks are inevitable," he notes. "But the ability to pivot, reassess, and lead your team with confidence makes all the difference."About the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like