Investigating the effects of replacing the project manager during project execution

It is a setback that many projects face and senior management fear, that a well-run project heading for success can take a turn for the worst when the project manager is replaced as a result of resignation or transfer. The replacement of the leader and foundation of the project can result in poor management of the triple constraint (scope, time and budget), loss of historical project information, as well as cause a ripple effect of conflict, confusion, misunderstanding and poor team spirit within the project team. The term “replacing the project manager” or “RPM” should be easily recognized by organizations, yet, there is very little documentation available discussing this common issue. The frequency of replacement, the circumstances in which the project manager is replaced, and the effect it has on a project during execution is investigated.