The “messy middle” is where projects are truly tested, timelines tighten, scope shifts, and teams feel the pressure of execution. To explore how project managers can steer through this critical stage, we sat down with Yusup Hojanepesov, Supervisor of Operations Projects at Enbridge.
With over 13 years of experience spanning project governance, capital portfolio management, and PMO leadership, Yusup has helped organizations strengthen delivery frameworks while mentoring the next generation of project professionals. In this interview, he shares practical strategies, real-world lessons, and candid insights on how to revive struggling projects and keep teams motivated when the path forward isn’t clear.
I began my formal career in the IT function, managing plant CMMS and Lab systems. This role gave me a strong foundation in effective business processes and sparked my passion for project management, particularly through structured approaches to delivering IT changes. Driven by this passion, I transitioned into infrastructure construction management, where I deepened my expertise through analytics and research. This experience strengthened my capabilities in both business and project management. I was fortunate to lead the establishment of project management functions across three different business units, each of which proved successful and added measurable value. My experience spans capital portfolio planning and management, project governance, and hands-on project execution. This includes both recurring maintenance capital programs and unique, one-off projects.
To understand what lies in the middle, we must first recognize the boundaries on either side. On one end, we have sponsors who have committed to a vision; on the other, an expected outcome that defines success. The space between is a mix of well-established paths and uncharted terrain.
“Mastering the messy middle” is about navigating this space with intention. It requires the ability to define a tailored path forward, bring people along the journey, and establish clear accountabilities and effective communication. It also demands agility—adapting to evolving understandings of the outcome while continuously maximizing business value
Projects are meant to balance cost, quality, and schedule. However, in my experience, we sometimes place too much emphasis on cost and schedule, losing sight of the actual purpose and outcomes the project is meant to deliver. When that happens, we risk veering off course—leading to rework, cost overruns, and dissatisfied stakeholders. To avoid this, we must ensure that the project’s intent and expected outcomes are regularly revisited and realigned throughout its lifecycle.
One of the more unique situations I’ve encountered, in one of my past companies, involved procuring equipment and engineering services from overseas. When military conflict arose in the supplier’s country, the risk to delivery escalated significantly. In response, my team proactively developed contingency plans tailored to the evolving situation. We reviewed each procurement item individually and identified specific mitigation strategies. Once our internal plan was in place, we initiated commercial discussions with both the vendor and the project steering committee. For the engineering scope, we identified a high-quality firm and advocated for their partnership with our contractor. Although the costs were higher (but within contingency), this approach preserved the schedule and ensured quality. For the equipment, we restructured the procurement by relocating the manufacturing of certain components to another country, Mexico. This adjustment helped us avoid schedule delays and maintain control over quality. The team’s ability to plan, negotiate, and respond effectively to this complex situation ensured successful delivery. Any delay would have resulted in tangible revenue loss, so the stakes were high. I’m proud to say the outcome significantly exceeded sponsor expectations.
Great question. As you’ll see below, none of the key factors are technical tools or skills, they’re all about mindset and leadership:
