Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure
Todd C. Williams PMP
Language: English
Pages: 277
ISBN: 0814416829
Format: PDF / Kindle (mobi) / ePub
When budgets are dwindling, deadlines passing, and tempers flaring, the usual response is to browbeat the project team and point fingers of blame. Not helpful. For these situations, what is needed is an objective process for accurately assessing what is wrong and a clear plan of action for fixing the problem. "Rescue the Problem Project" provides project managers, executives, and customers with the answers they require. Turnaround specialist Todd Williams has worked with dozens of companies in multiple industries resuscitating failing projects. In this new book, he reveals an in-depth, start-to-finish process that includes: - Techniques for identifying the root causes of the trouble - Steps for putting projects back on track--audit the project, analyze the data, negotiate the solution, and execute the new plan - Nearly 70 real-world examples of what works, what doesn't, and why - Guidelines for avoiding problems in subsequent projects Many books explain how to run a project, but only this one shows how to bring it back from the brink of disaster. And with 65% of projects failing to meet goals and 25% cancelled outright, that's essential information!
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Discussion back to the executive. All other deliverables were built for the project and the excluded item was commercially resolved years later. The Recovery and Project Managers The project manager must assiduously stick to limiting scope and convince the team to do the same. If the project’s prior management failed to do this, the recovery manager must implement processes to do so immediately after the audit. This can be American Management Association www.amanet.org Auditing Scope on a Red.
Focusing on the elements with the greatest value. A feature done perfectly is useless if it has no value to the customer. The entire time spent on its development, testing, and training is wasted. For instance, some people spend hours reformatting documents ensuring they are attractive or use a common font or style. Although this may improve readability of the documents, it does not provide value to the product. It is not something an architect or engineer should spend time on. If these.
Timeline, and budget to meet recovery guidelines. Validate the results with the stakeholders, and tune the solution to meet their needs as closely as possible. There will be conflicts between groups on the importance of items, so these changes will inevitably require compromise. Once the best blend is determined, start building alternatives for later in the process. Three plans are optimal—one to meet the recovery guidelines, one with fewer features, and one with more. In step three, the.
Projects. Risk analysis and mitigation Agile projects handle certain types of risk better than classically managed projects. This is accomplished by: • Heavy team involvement in planning and estimating. • Early feedback based on delivery velocity. • Constant pressure to balance the number and depth of features within the schedule constraints • Close interactions between technical and customer teams. • Early error detection and correction. The Explore Phase The explore phase’s goal is to.
Took a quantum leap. For each iteration, the development cycle was altered. These changes included: • Allowing reprioritization and new requests, trade-offs were usually required and, with facilitation, the customer adapted and followed the process. • Increasing the number of items to fix or add. • Communication directly between the development team and the feature’s requestor (taboo in the organization) to streamline the solution proposal. American Management Association www.amanet.org 150.