How I, Prashant D. Bharadwaj CIO, Got a Project Back on Track After Delays Due to Miscommunication
As a Chief Information Officer (CIO), I, Prashant D. Bharadwaj, have overseen numerous IT projects, some of which have been complex, cross-functional initiatives involving large teams and multiple stakeholders. Over the years, I’ve learned that while a project may start smoothly, it can quickly lose momentum when miscommunication creeps in. I recently found myself in a situation where a critical project I was leading began experiencing delays due to miscommunication. However, with the right actions and approach, I was able to get the project back on track. Here’s how I did it and hope is helpful to other CIO ’s.
Step 1. Was to – Acknowledging the Problem and Assessing the Impact
When I, Prashant D. Bharadwaj, first realized that our project was derailing due to miscommunication, as a CIO I knew I had to act fast. It’s easy to let things slide when you’re under pressure, but I’ve learned that ignoring the problem only makes it worse.
The first thing I did was identify the exact sources of the miscommunication. In this case, it wasn’t just one person or one misstep—it was a series of small breakdowns. Information that was communicated in one meeting didn’t make it to the right people. Key emails were buried in long threads, and some updates were misunderstood or not clearly documented.
I quickly held a review meeting with my project managers to evaluate the situation. We mapped out where the communication gaps had occurred and what impact it had on the overall timeline. Some deadlines were missed, and certain tasks hadn’t progressed as expected. Understanding the full scope of the problem allowed me to develop a realistic action plan for recovery.
As a CIO, I also recognized that the sooner I acknowledged the issue, the faster we could address it. Ignoring it would only delay things further.
Step 2. Was to – Rebuilding Trust and Reestablishing Communication
In my experience, miscommunication often leads to a breakdown of trust, especially when it affects timelines and deliverables. As CIO, I understand that leadership isn’t just about managing resources; it’s also about maintaining morale. I had to rebuild the team’s trust and reinvigorate their commitment to the project.
I called an all-hands meeting to address the issue head-on. I started by being transparent and owning up to the fact that communication had faltered. I emphasized that this was a team-wide issue, not just a failure of one person or department. It was important for everyone, from senior leaders to individual contributors, to understand that the delays were a collective responsibility.
During the meeting, I encouraged everyone to speak up. Team members shared their frustrations, and I actively listened to their concerns. This was a crucial part of restoring faith in the project. As Prashant D. Bharadwaj the CIO and leader of IT organization, I knew I had to set the tone for open communication, ensuring that no one felt afraid to ask questions or clarify issues in the future. I reiterated that my goal as CIO was to support them and ensure the project could be completed successfully.
By the end of the meeting, we had a renewed sense of shared purpose. Everyone was on the same page, and I had reinforced the importance of clear, ongoing communication moving forward.
Step 3. Was to – Clarifying Roles and Responsibilities
One of the core causes of the miscommunication was ambiguity around roles and responsibilities. This is something I, had seen before: when people are unclear about what they are supposed to be doing or when their responsibilities overlap with others, tasks get missed, and deadlines slip.
I immediately worked with the team leads to create a detailed breakdown of roles and responsibilities. Each team member received a clear list of their tasks, deadlines, and the expected outcome. In many cases, responsibilities had become blurry, leading to confusion and missed steps. By clarifying these roles, I ensured everyone knew exactly what they were accountable for.
To avoid confusion in the future, we also implemented a RACI matrix (Responsible, Accountable, Consulted, and Informed), which helped define who was responsible for each task, who needed to approve decisions, and who should be kept informed. This not only reduced miscommunication but also helped in identifying bottlenecks early.
As Chief Information Officer, I made sure to communicate these changes to the entire team in writing. Clear documentation was key in making sure everyone had the same understanding of their roles and responsibilities.
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Step 4. Was to – Resetting the Project Timeline
Once the communication and role clarity were addressed, the next step was to reset the project timeline. As a CIO, I’ve learned that trying to rush through a project to make up for lost time often leads to more problems. Instead, we needed a realistic, revised timeline that accounted for the delays without sacrificing the quality of work.
I gathered the project managers, department heads, and other stakeholders to set new deadlines. We reviewed each phase of the project and recalculated how much time each remaining task would require. I also made sure to add a buffer to account for unforeseen challenges.
In collaboration with the team, I created a revised project plan and communicated it to all stakeholders, both internal and external. Everyone—from senior executives to the operational teams in Ohio, Indiana & Pennsylvania —needed to understand the new expectations. As I sent out a detailed update to ensure that all stakeholders were on the same page, I had to reinforce this from a position authority as “Prashant D. Bharadwaj Chief Information Officer”, that the new timeline was both achievable and realistic.
Step 5. Was to – Implementing Better Communication Tools and Practices
Another critical action I took, as Chief Information Officer (CIO), was to evaluate and upgrade our communication tools. Before the delays, we were using a mix of emails, spreadsheets, and disparate messaging platforms. It was clear that this wasn’t sustainable.
I led the decision to introduce a unified project management tool, such as Jira or Asana, to track progress, assign tasks, and ensure accountability. These platforms allowed us to have real-time updates and centralized information, which significantly reduced the chances of information slipping through the cracks.
Additionally, I pushed for more frequent check-ins. We implemented daily stand-up meetings, where each team member would briefly share what they had accomplished the previous day, what they were working on, and any blockers they were facing. This provided a quick way to identify and address issues before they could derail the project further.
As CIO, I also emphasized the importance of using the communication tools effectively and ensured that everyone received proper training on how to use them.
Step 6. Was to – Monitor Progress Closely and Address Roadblocks Quickly
After implementing the new communication structure, I kept a close watch on the progress of the project. As Chief Information Officer and IT leader, I knew that constant oversight was necessary to ensure that we didn’t slip back into old habits but it needed to be balanced so that Prashant the friend and colleague does not come across as overbearing.
I set up regular check-ins with project managers to assess the status of tasks, track milestones, and identify potential roadblocks early on. These check-ins were not just about reporting progress; they were about identifying any communication breakdowns, resource issues, or other problems that could delay the project further.
Whenever a roadblock arose, I acted quickly. Whether it was reallocating resources, adjusting deadlines, or clearing up confusion, I made sure the team felt supported and empowered to address challenges. Quick, decisive action became a key part of getting us back on track.
This was a great balancing act and I know many of the CIOs will agree with me that both Prashant D. Bharadwaj Chief Information Officer CIO and leader of IT organization as well as Prashant the friend and colleague who cares for the team needed to be present at all times.
Here is a sample of the graph of the issue resolution timelines
Step 7. Was to -Learning from the Experience
Once we had successfully gotten the project back on track, I took the time to reflect on the experience. As CIO, I am committed to continuous improvement. I gathered the team for a retrospective meeting to discuss what went wrong, what worked well, and how we could improve our processes for future projects.
During this session, we explored what led to the communication breakdown in the first place. Was it a lack of clarity in our planning process? A failure to use the right tools? At this stage I made it a point let teammates be empowered enough to speak even if they were having a meeting with Prashant D. Bharadwaj their Chief Information Officer CIO and leader of IT organization. I led the discussion as Prashant D. Bharadwaj Chief Information Officer CIO but made sure to encourage the feedback from the team as a friend and colleague which I was determined to incorporate into our ongoing practices. We agreed on several improvements, including more frequent status updates, clearer documentation, and more proactive use of our project management tools.
Step 8. Was to -Keeping Stakeholders in the Loop
Throughout the recovery process, I made sure to keep stakeholders updated. It’s essential that stakeholders understand not only when things go wrong but also what corrective actions are being taken to get back on track.
As Prashant D. Bharadwaj Chief Information Officer CIO and IT Sponsor of the project, I sent detailed emails and held periodic review meetings with stakeholders to communicate progress, challenges, and the new project timeline. These updates helped maintain their confidence and ensured that they were not blindsided by further delays. Transparency was critical to maintaining strong relationships with stakeholders, especially when timelines had to be
adjusted.
Conclusion
Leading a project as CIO requires a blend of technical expertise and strong communication skills. When miscommunication caused delays in one of our major initiatives, I, Prashant D. Bharadwaj CIO, was able to address the issue head-on. By acknowledging the problem, rebuilding trust, clarifying roles, resetting timelines, and implementing better communication tools, we successfully got the project back on track.
In the end, the experience was a valuable learning opportunity—not just for the teams in Ohio, Indiana & Pennsylvania, but for me as a leader and the organization as a whole. I’ve applied these lessons to improve our project management practices and communication strategies, ensuring that we are better equipped to handle challenges in the future. The road to success often involves overcoming setbacks, and with the right approach, even delays can lead to greater efficiency and better outcomes down the line.