The project is four months late, and the six people you ask will give six different reasons. This course starts from that disagreement rather than jumping to fixes, covering diagnosis first, then rebuilding scope, schedule, budget, and risk from wherever the project actually stands.

This Course Offers

• Troubleshooter's method covering 5W1H and SCQA framing, MECE logic trees, Five Whys and Ishikawa, confirming a cause is real, Pareto and Theory of Constraints, TRIZ, group facilitation, and frameworks including SWOT, 7S, Lean, ADKAR, and Kotter
• Rebuilding by PMBOK 7 from the current position, covering business case, stakeholder map, scope boundaries, work breakdown, network diagram, Gantt, three stage budget, risk register, matrix teams, control, and closure
• Recovery under real constraints including staffing a project known to be in trouble, cutting cost without losing the team, closing capability gaps with no budget, deciding who stays, and restoring psychological safety afterwards
• Conflict handling covering escalation dynamics, the resolution algorithm, structural causes, political conflict, prevention, and mediation
• Communication covering audit, behaviour focused goals, stakeholder segmentation, channel mix, delivering a slipped deadline, and measuring whether the message landed

Why We Love This Course

1. A project in trouble, or the likelihood of inheriting one, is the only requirement.
2. No certification is needed, since PMBOK 7 is introduced from the beginning.
3. It requires willingness to conclude the original plan was wrong, which is where recovery actually starts.
4. Mike inherited enough late projects at Preply, Wargaming, Alfa-Bank, and iDeals to have learned this the expensive way first.

Recovery attempts often fail twice because pressure is applied to the symptom while the actual cause sits undisturbed. Do you want to compress the schedule again, or find out what is actually broken? Enrollment is open.

• This course is perfect for project managers who inherited something late and over budget.
• It suits delivery leads whose project is slipping and whose reports have stopped being honest.
• Executives sponsoring projects they no longer believe the reporting on, consultants brought in to rescue, and programme managers deciding whether to recover or close will find the diagnosis method directly useful.

• A project in trouble, or the likelihood of inheriting one, is needed to apply the material.
• No project management certification is required, since PMBOK 7 is introduced from the beginning.
• Willingness to conclude the original plan was wrong is expected, along with English at intermediate level or above and access to whatever project records exist.