Managing projects in trouble : achieving turnaround and success

XIV, 196 S.

graph. Darst.

1. Introduction -- What you'll learn -- The odds are against you -- Symptoms to look for -- Patterns to look for -- The five key actions -- Avoid the quick fix -- 2. Energize -- The spark -- An overview -- Identify or bring on the key people -- Call for a time-out -- Communicate the need for revisiting the vision -- Ask the hard question: is what has been and is currently being done necessary? -- Emphasize the need for concerted action -- Stress the importance of having a meaningful plan -- Be decisive based on facts and data, not personalities -- Avoid being arbitrary and capricious -- 3. Envision -- An overview -- Identify stakeholders -- Take a systems approach -- Conduct a gap analysis of what was and what should have been done -- Take a snapshot of what is being done well and nto so well -- Do not add more resources, not just yet -- Develop a new or revised project charter -- 4. Explore -- An overview -- Get people to share feelings and information -- Recognize everyone's interests are important -- Get people to think about the project's circumstances and suggest improvements -- Remove the non-value-added work -- Identify options -- 5. Evaluate -- An overview -- Conduct a thorough risk assessment -- Select one or more options -- Present and negotiate options -- 6. Execute -- An overview -- Develop a realistic recovery plan -- Apply knowledge of what people can and cannot do -- Get participation and commitment from stakeholders -- Apply good project execution practices -- 7. Final thoughts -- The odds are not in your favor -- Now the five C's -- The five secrets.

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