The design team must be informed in real time of the project needs, the responsibilities of its actions and the needs of the client. This clarity of information greatly helps the team to have a complete understanding of the project and have a fully collaborative position towards it.

I begin by clearly explaining the rationale behind the updates, focusing on how they align with project goals and improve user experience. I provide data, user feedback, or case studies to demonstrate the positive impact of the changes. Encouraging an open dialogue allows team members to voice concerns, which I address by showing how the new design will benefit both the team’s work and the end product. By framing the changes as opportunities for growth and success, I foster understanding and support for the updates.

Redesigns can be tricky, especially when navigating different team opinions or hesitations. When you’ve faced these situations, have you found it's more effective to pitch the redesign's value as a way to streamline current efforts or to position it as a necessary step for future growth?

I would say that any design change brings with it increased accountability and the responsibility to communicate and demonstrate its necessity. This has frequently been the case in many of my projects. As many contributors here have noted, it is always beneficial to keep the project team informed about the progress of the design development. This includes re-emphasizing the importance of the change, keeping the Design FMEA (Failure Modes and Effects Analysis) handy, and continuously updating it while gathering enough data to support the change. The key factors to synchronize this effort will be cost, runnability, and user experience.

Effective project management prevents the need for a project reset. However, when necessary, a project reset can salvage a struggling project and ensure its success.