Q:

How can a PM prevent a train wreck in progress?

Our mid-size development team is doing a multi-year project. We always had major technical concerns that were never resolved. Now we find ourselves part of the way over a cliff: the architecture direction is misguided, the business plan doesn't make complete sense, and the team is overly scattered and not focused on the same goals. But the project already has significant momentum, and management doesn't see the danger or feel concern about the problem. Although the warning signs of low quality, continuing arguments, and fuzzy requirements are showing. As a project manager in the middle of the project, how should I work to prevent what i think is a train wreck in progress? How can I protect the development team, and the project, from what I think will be painful major changes and throwing away of work, in the next 2-3 months. How do I save a project that is starting to run off its rails?

A:

This is a political question, with all due respect to the (solid) answers that are already here. The answer is to be found in a deep understanding of the goals, motivations, relationships, and psychology of the important players, from management on down.
Since your question contains no insight into the politics, we can't possibly answer it. The only possible way you can save this project is by getting people to start behaving in a different way than they are behaving now. That's politics. It depends dramatically on the people. No two people are alike.
Start by thinking about the top manager. What motivates that person? What does the top manager want?

