How to Put Your Project on Hold: The Ultimate Guide

Hey there! Putting a project on hold can feel like a setback, but it’s often the smartest move when the circumstances call for it. This guide will walk you step-by-step through the process of deciding when to press pause on a project, communicating the hold effectively, making the most of the hold period, and getting back on track for success. With some thoughtful planning and proactive communication, you can make sure a project hold will get things back on track rather than derail them.

Making the Call: Should You Put the Project on Hold?

Before announcing a blanket hold, it’s important to carefully weigh whether it’s the best choice for the project. Not every hiccup requires a full work stoppage. Let’s look at some telltale signs it may be time to hold, as well as questions to ask yourself before pulling the trigger.

6 Signs It May Be Time for a Project Hold

• Missed milestones – If the schedule is slipping significantly, a hold may be needed to reset timelines.
• Budget overruns – Excess spending may require a pause to adjust the budget.
• Resource constraints – Losing staff, funding or other assets can dictate slowing or stopping work.
• Loss of alignment – If goals or vision diverge, a hold can realign.
• Major risks or issues – Newly identified threats may require time to address.
• External factors – Market changes, new technology or other forces may necessitate rethinking the approach.

According to the Project Management Institute, 49% of projects overall are unsuccessful. The leading causes are lack of clearly defined goals and objectives. A hold can provide the time to redefine and align on success metrics.

5 Key Questions to Ask Before Holding a Project

Before you hit the brakes, ask yourself these key questions:

• Is the issue temporary? A permanent change likely needs a project cancellation rather than a hold.
• What’s the timeframe? Do you have a set duration for the hold, or is it indefinite?
• Can progress continue elsewhere? Some work may still be feasible during the hold period.
• What will it take to restart? Outline prerequisites like new funding, staff, etc.
• What’s the business impact? Model scenarios showing the effect of holding vs. continuing as planned.

Research by KPMG finds that 31% of IT project failures could have been avoided with better up front planning and risk management. Asking probing questions now can prevent much pain down the road!

Answering these questions will provide the data needed to determine if putting the project on hold is truly the best course of action for the business.

Using the Right Terminology

Once the decision to place a project on hold is made, using clear and direct language to announce it is crucial. This shapes stakeholder expectations on what happens next.

Say “On Hold”

The phrase “on hold” is universally understood to mean work is being paused. It’s direct and to the point. Some other phrases to avoid:

• “On ice” – This implies the project is frozen with no activity.
• “Suspended” – Can sound formal and overly negative.
• “Delayed” – Stresses the pause rather than moving forward.

Set Expectations on Duration

If possible, set expectations up front on how long you anticipate the hold lasting:

• Temporary hold – Work will resume at a defined future date.
• Short-term hold – The pause will likely last weeks to a month or two.
• Long-term hold – It may take several months before restarting.
• Indefinite hold – The duration is currently unknown.

Defining the anticipated timeframe helps prevent stakeholders from feeling in limbo.

Specify “Cancel” if Needed

If there is no intent to ever resume the project, use the term “cancel” or “discontinue” rather than hold. This definitively sets the expectation that work will cease permanently.

Choosing your words carefully to announce a hold sets the stage for clear communication moving forward.

Communicating the Project Hold

When sharing news of a hold, thoughtful messaging and proactive outreach reduces confusion and anxiety.

Craft a Hold Announcement

A hold announcement should cover:

• Rationale – Explain the reason the hold is needed at a high level.
• Duration – Include the anticipated length of the hold if known.
• Next steps – What activity can continue during the pause? What must stop?
• Contact – Share who stakeholders can contact with questions on the hold.
• Gratitude – Thank the team and partners for their flexibility and commitment.

According to the Project Management Institute, an analysis of 12,000 projects revealed the #1 predictor of whether a project will be successful is how effectively the project manager communicates. Don’t underestimate the power of your messaging!

Tailor the announcement as needed for various audiences like your team, clients, vendors, etc. The more context you can provide, the smoother the transition.

Use Multiple Communication Channels

Leverage different forums to broadcast the hold announcement:

• Email – Send formal announcements stakeholders can refer back to.
• Meetings – Allow for interactive discussion and Q&A.
• 1:1 conversations – Personally contacting key players demonstrates care.
• Project portals – Centralized online hubs provide a knowledge base.
• Company social channels – Quickly push notifications company-wide.

Ensure the news reaches your entire audience through multiple means.

Get Leadership Support

If leaders weren’t directly involved in the hold decision, loop them in ahead of the announcement. Discuss potential stakeholder concerns and how to address them.

Equip executives to reinforce the rationale and demonstrate unity. Their ongoing participation signals everyone is still invested in shared success.

Making the Most of the Hold Period

With some forethought, project holds can become productive pit stops rather than frustration stations.

Reflect on Lessons Learned

Use the hold time to honestly assess what went well and what needs work. Identify:

• What objectives have already been met
• Where there are skills gaps on the team
• What risks or issues arose
• Which processes could be improved

Document insights to integrate when restarting work.

A post-project review by NASA for the Hubble Space Telescope found 10 key learnings that were integrated to avoid issues on future missions. The result? The next Hubble service mission took 29% less time with 61% lower cost per mission. Reflection pays off!

Plan for the Restart

Outline plans for resuming project work:

• Update schedules/timelines
• Adjust roles and responsibilities
• Secure resources needed
• Improve processes
• Mitigate risks
• Refine objectives if needed

Having restart plans ready ensures a smooth transition back to work. It also identifies any prerequisites that need to be completed while on hold.

keep Your Team Engaged

It’s easier to restore momentum if your team stays connected during the hold:

• Check in 1:1 with team members
• Rotate skills training
• Host informal online discussions
• Assign relevant reading or e-learning
• Celebrate wins already achieved

Proactive engagement maintains continuity so work can quickly get back up to speed.

Regularly Update Stakeholders

Even while on hold, frequently communicate with stakeholders on project status. Cover:

• Original rationale and duration for the hold
• Progress made on reflection, planning and training
• Any changes to objectives, budgets or timelines
• Plans for mitigating past risks

Keeping partners updated secures ongoing buy-in while paused. It also provides advance notice of what to expect when restarting.

Using the hold period proactively sets you up for future success.

Coming Off Hold and Restarting Your Project

As the hold period comes to a close, here are some best practices to restart smoothly.

Finalize Restart Plans

Before restarting work, reconfirm:

• Project objectives
• Schedules and timelines
• Team roles and responsibilities
• The risk mitigation plan
• Vendor or contractor availability

Button up any loose ends to hit the ground running.

Notify Partners of the Restart

Once you’ve set a firm restart date, inform all stakeholders. Share excitement that progress is resuming. Recap:

• Updated objectives, timelines and budgets
• Changes made during the hold
• Plans to mitigate past challenges
• Enthusiasm to drive the work forward

Rally stakeholders around the shared mission to ignite momentum.

Onboard New Project Members

If new staff or vendors joined during the hold, onboard thoughtfully:

• Explain project history and goals
• Clarify their role and responsibilities
• Introduce them to existing team members
• Train on needed tools and processes
• Assign a mentor for onboarding questions

Thoughtful onboarding enables new members to quickly get up to speed.

Ramp Up Gradually

Expect some speed wobbles as folks get back up to full velocity:

• Revisit past challenges and how they’ll be avoided
• Allow time for team bonding if new members joined
• Re-kickoff the initiative to renew excitement
• Frequently review progress in the early stages

With patience and support, the team will recapture its rhythm.

Monitor for Renewed Issues

In the first few weeks after restarting, be alert for any backsliding:

• Reversion to old team behaviors or work styles
• Failure to adopt process improvements
• Loss of momentum or focus
• Missed deadlines or milestones

Early intervention can quickly nip issues in the bud before major damage is done.

Staying focused sets your restarted project up for success.

Alternatives to Consider Before Holding

Before pulling the plug, always explore whether there are feasible alternatives to a full work stoppage:

Reduce Scope – Cutting non-essential features can enable focus on the core deliverables.

Extend Deadlines – Pushing out timelines may allow slower but steady progress.

Secure More Funding – Injecting additional budget can prevent resource-driven holds.

Outsource Work – Handing off specialized work to vendors can ease strained bandwidth.

Reassign Internally – Transferring a project to another team with capacity may prevent a hold.

Pausing an entire project should be a last resort once all other options are exhausted.

Key Takeaways on Putting a Project On Hold

• Weigh indicators like missed milestones to determine if a hold is needed.
• Clarify expectations up front using terminology like “temporary hold.”
• Announce holds via multiple channels with context and next steps.
• Use the hold time to reflect, plan, align teams, and update stakeholders.
• Notify all partners when restarting and ramp up gradually.
• Explore reducing scope or extending deadlines before a full hold.

With some planning and communication finesse, pressing pause on your project can actually get things back on track rather than derailing your progress. Reach out anytime if you need help making the call on whether to put a project on hold or not. I’m happy to talk it through! Wishing you the best on delivering successful projects from start to finish.