Change is constant in project management, but the kind of change many teams are facing now is more disruptive, less predictable, and happening at a faster pace. Whether you are managing through an acquisition, navigating a market shift, or responding to lagging performance, the most important thing you can do is lead with clarity.
You need a practical approach to leading projects through uncertainty, based on real-world insights from project managers and executive leaders. If you are supporting your team during organizational pivots or project disruption, these strategies will help you respond with purpose instead of panic.
Identify the type of change before responding. Some changes are controllable. You may know they are coming and have time to prepare. These include things like new technology rollouts, process improvements, or entering a new market. Others are uncontrollable. These are the surprises. A company acquisition, sudden loss of leadership, or unexpected downturn in sales can send your team into reaction mode without warning.
“Look at it from the perspective of, do I have control over the overall plan or do I not? That changes everything.” -Diane Buckley Altweis, PMP
Understanding the nature of the change helps you approach it with the right mindset. It also helps you lead your team more effectively through the response.
Clarify urgency and importance
One of the most powerful tools is a prioritization matrix to determine how to react. The question is not only how big the change is, but how fast you need to respond.
“What we don’t want is to be in that top left quadrant of important and urgent. That means our hair is on fire.” -Diane Buckley-Altweis, PMP
In most cases, you want to keep your team focused in the zone of important but not urgent. That is where you can plan carefully, keep stress low, and get ahead of risk. Not every project should be treated like a crisis. Make sure your urgency matches the situation.
Always ask why before asking how
Whether the change is planned or unexpected, the best project leaders start by asking a critical question.
“The first thing we need to do is ask why. Understand the why. Before you let your hair go on fire.” -Diane Buckely Altweis, PMP
This applies to everything from acquisitions to product pivots. For example, if your organization is acquiring another company, take the time to understand the business motivation. Is it for revenue growth, market expansion, or strategic diversification? Knowing the purpose of the change helps you lead from a place of strategy rather than fear.
“Again, the same thing—ask why. I don’t necessarily want to be in a company where I’m seeing the sales start lagging... So is the company trying to do things to stabilize the organization?” -Diane Buckley-Altweis, PMP
Do not plan alone. Involve the right people.
One of the most repeated pieces of advice was to collaborate early. Project managers should never be making plans in isolation, especially when conditions are unstable or unfamiliar.
“It shouldn’t just be their own head. There should be no shyness with regard to asking questions.” -Diane Buckley-Altweis, PMP
Talk to those who have historical knowledge. Ask stakeholders what conversations have already happened behind the scenes. Invite team members with direct exposure to systems, clients, or operations. You will uncover risks and opportunities that would otherwise be missed.
“If somebody doesn’t want to share that information, that’s a red flag to me.” -Diane Buckley-Altweis, PMP
Shift resources as priorities change
Major organizational shifts often require project reprioritization. That includes redirecting funds, reallocating staff, or pausing initiatives that are no longer aligned with business goals.
“Some projects are no longer in that important category. As the makeup of the organization changes, the company has to realign priorities.” -Diane Buckley-Altweis, PMP
One scenario discussed involved acquiring a company whose product overlapped with an existing roadmap initiative. In that case, the smart move was to halt development and focus on integration instead. It is not about abandoning effort. It is about staying aligned.
“We might be redirecting monies to someplace else in the organization. That is the reality of these big changes.” -Diane Buckley-Altweis, PMP
Adjust your pace
Not every change requires an accelerated response, but some do. As a leader, you must be able to change gears.
“Some people want to follow their process regardless of urgency. But sometimes you really do need to step it up.” -Diane Buckley-Altweis, PMP
Too often, teams treat all projects with the same cadence. But when a project moves into the category of both important and urgent, your approach needs to change with it. That may mean working longer hours for a short period, or asking teams to shift focus.
“You want 80 percent of your projects working in planned movement. But you will have initiatives that pop to the top and you might have to slow down something else to make space.” -Diane Buckley-Altweis, PMP
If your team resists adjusting, leadership may interpret that as resistance to change. Be flexible when it counts.
Communicate honestly, even if you do not have all the answers
Perhaps the most essential ingredient to leading through uncertainty is communication. Not polished, perfect updates—real communication. Teams and clients appreciate transparency more than silence.
“Even if it’s not perfect, communicate. Constantly. That’s where I see people say, ‘I can’t say anything yet.’ Why not?” -Diane Buckley-Altweis, PMP
When timelines shift, when resources change, when new obstacles arise, say so. You do not need to share every internal detail, but hiding critical information breaks trust and undermines your ability to lead.
“We should always be honest. But sometimes you have to share some of that transparency to allow people to understand what’s going on.” -Diane Buckley-Altweis, PMP
Leading through change with Project Insight
Project Insight is built for moments like these. When teams are navigating disruption or transition, it becomes even more important to centralize project data, track performance across programs, and clearly communicate impact. Project Insight helps you realign work with strategy, shift capacity based on real-time visibility, and ensure that the right work is getting done at the right time.
As your project priorities change, your software should support—not slow down—your ability to adapt. -Diane Buckley-Altweis, PMP
What great project leaders do during uncertainty
Identify whether the change is controllable
Determine urgency and importance
Start with why before planning how
Collaborate early, do not plan in isolation
Communicate often and clearly
Redirect resources where needed
Adjust pace based on the situation
Stay focused on organizational strategy
For more information about Project Management webinars, check out our
list of free PDU webinar events. Project Insight is committed to helping you build the mindset and systems that lead to stability—even when everything is changing around you.