A few years ago, our team wrote a blog on why projects fail. But recently, I had a realization—we were tackling the wrong question. Instead of analyzing failure, we should have focused on something far more valuable: how to prevent it from happening in the first place.

 

Too often, we get that frantic phone call—the one where a project is spiraling out of control, drowning in scope creep, and lagging far behind schedule. And while I take great pride in Impresiv Health’s ability to step in, solve complex problems, and bring struggling initiatives back on course, I’d much rather prevent the fire than constantly put one out.

 

Have you ever found yourself knee-deep in a project, only to realize it’s completely misaligned with the original business case? Have you ever stopped and wondered, How did we get here? What could I have done differently? If so, you’re not alone. Many organizations face this challenge. The good news? Impresiv Health has helped countless clients reclaim control and successfully steer their projects back on track.

 

But that raises a bigger, more important question: How do you prevent project failure before it starts? The answer goes beyond just having a solid plan. It’s about proactive leadership, disciplined execution, and relentless alignment with business goals—because true success isn’t just about fixing problems, it’s about making sure they never happen in the first place.

 

Here are the essential steps to keep your project on track from day one:

 

Every successful project starts with a well-defined business case that answers the questions “why are we here, what are we looking to accomplish, and by when”? Before kicking off your project, ask:

• Does this project align with our strategic goals?
• Are the expected benefits realistic and measurable?
• Have we accounted for potential risks and constraints?

 

A project without a strong business case is like a ship without a compass—destined to drift aimlessly, with failure almost inevitable. Set a clear direction from the start, and your project will have a far greater chance of success.

 

Projects don’t operate in a vacuum. They require commitment from leadership and alignment across key stakeholders and external partners. To that end, ensure that:

 

• Decision-makers are fully engaged and invested.
• All stakeholders have a shared understanding of objectives and success metrics.
• Communication is transparent, consistent, and two-way.
• Everyone, including external partners, is aligned with the success factors of your project.

 

Without stakeholder alignment, even the best-executed project can collapse due to competing priorities or lack of support.

 

Scope creep is one of the biggest project killers. To prevent it:

• Clearly define what is in and out of scope.
• Establish realistic timelines with buffer periods for unforeseen challenges.
• Plan, plan, and plan again. Add 10% to your schedule because shit happens. Project teams get burnt out, people will need to take vacations, and don’t forget that we’re in healthcare, and regulatory requirements will change.
• Set key milestones and measurable deliverables. Personally, I prefer to avoid change requests and always plan for the worst-case scenario. This way, if things go better than expected, you may end up under budget and have funds available for other initiatives.

A tight scope with flexibility for iteration keeps projects structured without stifling agility.

 

A project is only as strong as the people executing it. To build a high-performing team:

 

• Assign clear roles and responsibilities.
• Ensure team members have the necessary skills and resources.
• Create a team environment where the team understands how to be collaborative
• Bring in temporary staff or partner with a consulting firm like Impresiv Health to enhance expertise or address limited bandwidth. Early in my career, I learned that it’s not the number of resources you have that matters; it’s having the right team who can deliver and get the job done.

 

A misaligned, over or under-resourced team can lead to inefficiencies, delays, and, ultimately, failure.

 

Governance is the guardrail that keeps a project moving in the right direction. A strong framework should include:

 

• Regular check-ins and progress reviews to ensure alignment with objectives.
• Risk assessment and mitigation plans to address potential roadblocks before they become major issues.
• Decision-making protocols that enable agility without chaos. Governance ensures that projects aren’t derailed by ambiguity or unexpected challenges.

 

If your organization doesn’t have a PMO (Project Management Office) with standardized project templates, we are here to assist.

 

Lack of communication is a silent project killer. To keep all parties informed and engaged:

 

• Establish regular status updates and reporting structures.
• Encourage open dialogue and feedback loops.
• Use collaboration tools that provide visibility across teams. As my mother wisely advised me at a very young age, “Never surprise me unless it’s with a blank check that your ‘you know what’ can cash.” For those of you who know me, I still use this advice and it’s my number one rule for projects because — who likes surprises? When it comes to project delivery, I want to know a problem before it happens, so it can be communicated and mitigated appropriately.

 

Creating a communication plan with a defined list of reports and meetings will foster a well-informed team that can communicate effectively, anticipate issues, and adapt when necessary.

 

No project goes 100% according to plan, so adaptability is key. Successful projects:

• Celebrate small wins to maintain momentum and engagement
• Track progress using clear KPIs and performance metrics.
• Course-correct when data shows deviation from goals. Early in my consulting career, I had a great mentor whose consistent requests for updates on projects’ “Scope, Schedule, Budget, and Resources” still resonate with me. I remember it like yesterday because after greeting you and saying good morning, you knew he was going to ask his project leaders to provide each project a Red, Amber, or Green status.

 

A great project leader knows how to manage these measures and adapt as needed before issues escalate. By staying proactive and flexible, teams can make adjustments before problems turn into crises.

 

If you made it this far, I’ll share what I would do if I were in your shoes and needed to engage a partner:

 

• Validate Their Capability and ensure that the partner can deliver quickly without compromising on quality. A good consulting or implementation partner should have project tools and accelerators ready to enhance your project.
• Talk to their other clients to confirm their reference ability.
• Engage in T&M NTE contract agreements. Utilize Time and Materials (T&M) Not to Exceed (NTE) contract agreements. This helps keep costs under control and allows you to work with partners who are willing to take on risks if they do not deliver as promised (which is our approach!).

 

A quality partner should strive to earn your business once you’ve carefully reviewed all aspects of your collaboration. They will prioritize your needs and bring their unique strengths to the table, as mentioned in points 1-7 above.

 

Final Thoughts: Be the Fire Prevention Team, Not the Firefighters

Project success isn’t about putting out fires—it’s about preventing them in the first place. By establishing clear goals, aligning stakeholders, setting realistic expectations, and continuously monitoring progress, you can drastically reduce the chances of failure.

 

If you’re struggling with a project that’s already veering off course, it’s not too late to reset. But the best way to ensure success is to bake in these preventive measures from day one.

Need help setting up a strong project foundation? Let’s connect and strategize before the fire starts.

 

-Marcus Fontaine

CEO Impresiv Health