Changing objectives: a frequent challenge in project management
In project management, we often think only risks, randomness and uncertainty can disrupt a project. Yet objective changes can be just as disruptive. So what to do when it happens?
Adjustment vs radical change of objective
First, it's crucial to distinguish a simple adjustment from a true change of objective. An adjustment is a natural evolution: as the project advances, things become clearer — much like getting closer to an object first seen from afar. We start lifting some unknowns, realising aspects that were merely theoretical, and the target sharpens progressively. This is not only normal but often beneficial: it's better to lean on concrete delivery to refine the rest of the project than to keep aiming at the same target now ill-suited to needs.
Conversely, a true change of objective is more troublesome — it's a radical modification of the initial direction. In that case, the schedule must be adjusted in depth, revising task sequencing, durations, deadlines and allocated resources.
Adapt the action plan to reach the new destination
In both cases — adjustment or radical change — you can't pretend to reach a new destination by following the original path. The first consequence is therefore the need to revisit the action plan and have it formally validated by the project's governance bodies (e.g. steering committee). All stakeholders must know that a change has been detected and that the old schedule is no longer suited to the new situation. The new picture must be shared with everyone, explaining how it impacts the new schedule. The worst would be to act as if nothing had changed, trying to absorb the impact invisibly. That's not the right approach. In some cases, when the change is more of a choice than a legitimate adaptation, presenting its consequences may dissuade the sponsor from validating it.
Detect and accept the change of objective
A key question is how to detect and accept this change of objective. Problems often appear here when the project wasn't rigorously framed from the start. Without a clear definition of intended results and scope, plus a formal initial schedule, it's hard to recognise and quantify a drift. When these elements are in place, identifying a change and measuring its impact is far easier. This event again shows the importance of a serious project definition before starting and not skipping a structured, formal schedule, even when time is short.
Validating the new schedule and new objectives — for example in a steering committee — formally records the change and defines the remediation needed.
When should you start a new project?
Finally, it's important to mention the case where changes are so significant that a simple schedule adjustment no longer makes sense. Sometimes it's better to stop the project and launch a new one — redefining and reframing the goals — rather than working on bases that risk polluting the rest. This decision must also be validated by the governance bodies to ensure consistency and relevance.
The cost of persisting with obsolete bases
Stopping a project is hard, especially after investing resources, time and energy. Yet persisting with obsolete bases can be even costlier in the long run. When a project has changed so much it's barely recognisable from its original intent, it's sometimes wiser to start over on new foundations to avoid inefficient compromises that would hurt final quality. It also lets you reset expectations, adjust the team if needed, and inject fresh energy.
Start over to ensure success
Starting again offers the chance to correct past mistakes, refine objective definitions and frame the new actions rigorously. The approach can seem radical, but it's often the best way to avoid failure. It removes biases inherited from the previous plan and creates a more favourable environment for success. Communicate this decision well to stakeholders, explaining the reasons and benefits. Transparency in the decision process builds trust and helps the team and stakeholders embrace the new direction.
Stay aligned with strategic objectives
In every case — whether deeply modifying the project or stopping it to launch a new one — the key is to stay aligned with the organisation's strategic goals and ensure the effort genuinely contributes to value creation. Good governance, clear communication, and the ability to question initial choices when needed are essential.
Turn change into opportunity
These events happen daily in the world of projects and can bring their share of upheaval. Fortunately, the project approach is rich in solutions to adapt — and even harvest opportunities from these changes. With proper preparation, effective governance and transparent communication, objective changes can become a chance to improve the project and make it even more relevant to the organisation.