for repairing relationships and
recovering delivery
FEATURED PAPER
By Karen L. Bruer
Ontario, Canada
Abstract
Many project recoveries focus on re-baselining scope, timelines, and resources, but the real cause of stalled delivery is often relational – a breakdown in trust, alignment, or emotional safety. This paper introduces a practical three-step framework for relational recovery: (1) Pause to diagnose: listen and identify the root tensions behind delivery risk; (2) Repair before relaunch: rebuild trust through small commitments and shared framing; and (3) Reframe governance: clarify roles and decision-making to reduce friction. Developed through lived practice and practitioner insights, the model reframes recovery as both a structural and emotional process. It shows that sustainable delivery cannot be achieved through plans alone – it requires trust repair, clear governance, and intentional leadership. The paper repositions the project manager as a relational translator and trust broker, offering a practical lens for recovery in complex, fast-paced environments.
Keywords and Phrases: Trust repair, conflict recovery, governance, reframing, stakeholder alignment, emotional dynamics in delivery
Introduction
Project recovery is often framed as a technical recalibration – revisiting scope, re-baselining schedules, reallocating resources. But many projects don’t fail because the plan was wrong. They stall, drift, or implode because trust has eroded, alignment has fractured, and stakeholders are no longer emotionally or politically invested in the work.
In high-pressure environments, delivery leaders are expected to maintain momentum while navigating interpersonal tension, ambiguity, and organizational fatigue. Yet the tools we give project managers are focused on artifacts – charters, status reports, RACI matrices – while the most critical delivery risk often sits between the lines: damaged relationships, invisible power dynamics, and unspoken misalignment.
This paper explores relationship repair as an underutilized but essential lever in project recovery. Drawing from personal experience managing complex programs in lean, acquisition-heavy organizations – and supported by insights from seasoned practitioners across industries – it argues that trust is not a byproduct of delivery; it is a precondition for it.
Through a reflective case study and first-person accounts, the paper surfaces patterns where recovery depended less on timelines and more on tone – where small acts of re-engagement, neutrality, and shared decision-making restored movement. These moments inform a simple, practical 3-step framework for relational recovery:
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How to cite this work: Bruer, K.L. (2025). Beyond the plan: A 3-step framework for repairing relationships and recovering delivery, PM World Journal, Vol. XIV, Issue XII, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/12/pmwj159-Dec2025-Bruer-Beyond-the-plan-A-3-step-framework.pdf
About the Author
Karen L. Bruer
Mississauga, Ontario, Canada
Karen Bruer is a senior program and project manager with more than 25 years of experience leading cross-functional initiatives across technology, healthcare, and business operations. She has deep expertise in systems optimization, M&A integration, and project recovery, with a focus on aligning people, process, and technology in complex environments. Karen has led enterprise programs involving Salesforce, Smartsheet, and NetSuite, and has been recognized for her ability to rebuild trust and collaboration in high-stakes projects. She combines structured delivery discipline with a relational approach that values communication and trust as key enablers of success.
Contact email address: KarenBruer@rogers.com
