Don’t Get Lost in the Middle

Steps to Drive Your Learning Project to Completion

I’ve written a few blogs on project management for custom learning projects, covering topics such as project initiation, managing large teams, and strategies for keeping clients satisfied. However, what I haven’t addressed yet is what happens in the middle. Once you’ve successfully kicked off a project and momentum is building, you may feel eager to relax and watch the progress unfold. But hold on — there’s still a lot of work to be done.

Driving the Middle

As part of your kick-off process, you should’ve developed, and likely refined, the project schedule. If you haven’t done that yet, now’s the time. Your schedule should define what needs to be done, who is responsible, and when each task should be completed. Here are a few tips to create an effective project schedule:

• One task per row: Start each task with a clear, actionable verb (e.g., Conduct, Create, Edit, Deliver) to ensure it’s observable and specific.
• Clarify the “Who”: Be specific about who’s responsible, either by name or role (or both).
• Define the “When”: For each task, set a timeline in one of three ways:
• Due date
• Start and end dates (recommended when a task can’t begin until another one is completed)
• Week of dates if exact dates aren’t critical

Once your project schedule is set, you’re ready to proactively drive its progress. While your team members should all have easy access to the schedule for reference, they’re likely focused on their in-progress tasks. It’s your responsibility as the project manager to look down the road and ensure everything stays on track. Ideally, you need to check in daily with team members to confirm who’s working on what — whether for today, tomorrow, next week, or even next month. Ask:

• Are the right people in place?
• Do they know they’re on tap?
• Is the “equipment” ready to go (right version of software, for example)?
• Are there any outstanding decisions potentially impeding next steps? For example, has the style guide question been resolved so that the graphic designer can start when scheduled?

Asking these questions and continually looking ahead will help maintain a necessary sense of urgency to keep both you and your team focused and engaged. And don’t forget to update the schedule and alert impacted team members if/when anything changes.

Managing Handoffs

Another critical task in the middle is managing handoffs — ensuring each step of the process transitions smoothly from one team member to the next. For instance, in a project where a deliverable has multiple handoffs among various roles (writer, editor, graphic designer, programmer, etc.), regular check-ins are essential. Start by confirming with each team member whether or not they’re on track to deliver on time to the next team member. Be sure to consider if a formal handoff or turnover meeting is needed between team members. If yes, schedule it. Continue to follow this cadence throughout the middle.

Checking In

It’s possible for even highly capable team members to lose track of a start date, misjudge the amount of time their task will take, incorrectly assume they can catch up once they fall behind, or simply overlook a deadline. Don’t underestimate the importance of sharing updates or offering praise to your team members to cheer them on. Ask your team the following questions to help determine if the project is on track or if course corrections may be in order:

• How are you doing?
• Is the task what you expected?
• Have you encountered any surprises?
• Do you have what you need?
• Do you foresee any obstacles?
• Are you on track according to the timeline? Example: “Since we’re about halfway through the calendar time, have you completed half the task?”

Stakeholder check-ins are another way to stay proactive. Regularly update your stakeholders on the project’s status to ensure it’s meeting their expectations. Use these updates to communicate any potential obstacles or request specific resources or approvals you may need.

These check-ins also provide an opportunity for you to stay informed about any new developments. You’d be surprised how much you can uncover simply by asking. Often, stakeholders are unaware of how seemingly unrelated issues or changes can affect your part of the project. For example, I encountered one situation where marketing adjusted messaging for a new product that was a part of an e-learning course we were building, another situation where a technical challenge with a new software system changed a process included in the training material for our blended solution, and another when an unexpected leadership change required an additional review and revise cycle to give the new leader time to validate the material.

Don’t Let Bumps in the Middle Get You Down

Always approach meetings and reviews with professionalism and best practices in mind. When the middle phase extends for months or over a year, it’s natural for team members to become more familiar with each other and interactions become more casual. While this is understandable, it’s important not to let your guard down. Every meeting should have a clear purpose and intentional preparation. Consider whether an agenda is needed and take responsibility for effectively facilitating the meeting. This includes ensuring all invitees have the necessary information beforehand so they come prepared, as well as concluding each meeting with clear next steps. If necessary, follow up with an email to summarize and reinforce key takeaways. Documented follow-up is especially important when, with increased familiarity, conversations may shift to off-line discussions. Always be sure to follow up on any decisions or changes that impact the team as a whole, either through an email or a designated team communication platform or tracker, detailing the decisions or changes that have been agreed upon.

Think of the bumps in the middle of a project like too many speed bumps in a small parking lot. They can be annoying, but when handled at a steady pace, one at a time, they prevent bigger issues from happening. Here are some additional tips to help navigate bumps in the middle:

• Be mindful of your reaction and take a deep breath.
• Embrace flexibility and open-mindedness, and seek to understand. If you tend to jump to worst-case scenarios when faced with the unexpected, use that tendency to your advantage by walking it backwards. Often, the worst-case scenario isn’t as imminent as it seems, and addressing it can help you scale the problem back to a more manageable size.
• Break down issues that pop up into manageable tasks and delegate what you can.
• Brainstorm solution options with others.
• Document and communicate your updated plan, which may include updating the schedule, revising the budget, etc.
• Be realistic that some problems won’t be resolved immediately. A helpful best practice is to keep a running issues log.
• Be confident that you and your team can do it. It’s your job to get the project back on track and get everyone smiling again.

This is a lot! But when you think of the middle as the heart of your project, it’s easier to navigate the challenges. Before you know it, you’ll be in the homestretch. The key is not to get discouraged — stay focused and keep driving forward.

If you want to hear more about managing learning projects, I’ll be conducting an ILG webinar on this topic on Wednesday, March 19, at 2 p.m. (ET). Registration is still open!