GETTING CAPITAL FRDJECTS BACK ON TRACK The rst signs of a distressed project are clear. Cost begins to creep. and the project rapidly consumes the float that planners built into the schedule. As work progresses, important milestone dates continue to slip. and each forecast of projected expenses is higher than the last. Team meetings are less productive. and people become skeptical that progress reports truly reflect realities in the eld. As frustration builds. enthusiasm wanes. Even the most seasoned managers may miss early signals that their project is in trouble because of cognitive bias. Some convince themselves that things are not as bad as they seem. or simply do not see that a turnaround is imminent. Others blame factors beyond their control. such as poor weather. When managers do intervene. their response is typically mutedoften a series of isolated initiatives that have little impact. By the time they take more decisive action. the project has veered into dangerous territory. With capital projects becoming more expensive and complicated each year. managers cannot afford to repeat these mistakes. So how can they improve? There is no secret formula that 1will work in every instance since each project faces unique challenges. Research on distressed projects. combined with interviews with internal and extemal experts, suggests that leaders of successful tumarounds implement some common tactics. With reference to any project of your choice. you have been requested to develop a quality turnaround strategy that will enable the organisation to remain competitive and most importantly to consistently meet the reg uirements of its stakeholders. Your mearound strategy should address the following areas