E-Book, Englisch, 210 Seiten
Kliem, PMP Managing Projects in Trouble
Erscheinungsjahr 2011
ISBN: 978-1-4665-0803-3
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Achieving Turnaround and Success
E-Book, Englisch, 210 Seiten
ISBN: 978-1-4665-0803-3
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
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.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
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
