Whether you use budget, schedule, quality, or other criteria, the statistics by think tanks, institutes, associations, and other trade organizations all point to one inescapable conclusion: your project has a greater chance of getting into trouble than staying out of it.
Based on the lessons learned by the author during a quarter of a century of leading projects to successful conclusions, Managing Projects in Trouble: Achieving Turnaround and Success unveils the five secrets to ensuring success-even for projects seemingly doomed to fail. Using numerous flow diagrams and checklists, it explains how to take action in ways that will increase the likelihood of success and minimize the possibility of failure. Specifically, it shows you how to:
Recognize the symptoms of troubled projects
Revisit your project's vision and execute an improved vision
Examine all options for turning your project into a reality
Choose the options most appropriate to your situation
Supplying step-by-step guidance through each phase, the book explains how to spot the symptoms of troubled projects early on and arms you with time-tested techniques to address the problems that will inevitably emerge. Each chapter includes a case study that illustrates real-world implementation of the actions and steps discussed as well as a checklist to help ease the transition from project failure to surefire success. Learn the five secrets for turning troubled projects around detailed in this book-or continue what you're doing at your own peril.
Ralph Kliem, PMP, founder and president of LeanPM, LLC, has over 30 years of combined experience in the private and public sectors as a project manager and internal auditor. He has authored more than 15 books with major publishers and over 300 articles for leading business and information technology magazines. He is a frequent speaker at PMI chapters and other events. He has developed and delivered project management courses for Cascadia Community College and Bellevue College. He also delivers seminars and workshops for corporate clients through Key Consulting, Inc., and the Business Productivity Center, Inc. throughout the United States, Canada, and the Caribbean. He is an Instructor at City University of Seattle and a former adjunct faculty member with Seattle Pacific University.
Introduction What You'll Learn The Odds Are Against You Symptoms to Look For Poorly Defined and Managed Scope and Requirements Lack of Involvement and Buy-In of Key Stakeholders Lack of Detail and Realism in the Project Plan Negative Conflicts among Team Members and Poor Morale Ill-Defined Assumptions and Expectations Lack of People with the Necessary Attributes Failure to Identify or Deal with Risks Too Many Dependencies Patterns to Look For The Five Key Actions Avoid the Quick Fix 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 Conclusion Getting-Started Checklist 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 Going Well ... and Not So Well Do Not Add More Resources-Not Just Yet Develop a New or Revised Project Charter Conclusion Getting-Started Checklist 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 Conclusion Getting-Started Checklist Evaluate An Overview Conduct a Thorough Risk Assessment Select One or More Options Present and Negotiate Options Conclusion Getting-Started Checklist 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 Conclusion Getting-Started Checklist Final Thoughts The Odds Are Not in Your Favor Now the 5 C's The Five Secrets Glossary Bibliography Index