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Bridge Over Troubled Projects

Bridge Over Troubled Projects. Amy Fick June 2013 Project Management Institute. Contact Information:. Amy Fick amy.fick@citi.com (605)373-7806 Please feel free to call if you would like information on what is presented here or if you would like to talk about a project headed for trouble.

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Bridge Over Troubled Projects

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  1. Bridge Over Troubled Projects Amy Fick June 2013 Project Management Institute

  2. Contact Information: Amy Fick amy.fick@citi.com (605)373-7806 Please feel free to call if you would like information on what is presented here or if you would like to talk about a project headed for trouble.

  3. Bridge Over Troubled Projects • Recover from projects that are already in trouble • Managing troubled Projects • Prevent future projects from getting into trouble

  4. Bridge Over Troubled Projects “Its hard to remember that your task was to drain the swamp when you are up to your ears in Alligators.” Unknown

  5. What is a Troubled Project? • A project is troubled when there is a significant project deviation: • In at least on high importance objective/competing demand • From at least one key stakeholder’s objectives • Project Deviations: • Are differences in actual vs. target quality metrics associated with project objective • Are significant when they exceed acceptable limits …describes, in very specific terms what something is and how the quality control process measures it. A measurement is an actual value. For example, it is not enough to say that meeting the planned schedule dates is a measure of quality. The project management team must also indicate whether every activity must start on time or only finish on time and whether individual activities will be measured, or only certain deliverables and if so, which ones.” PMBOK Guide – Fourth Edition pg 200.

  6. Prioritize Competing Demands:

  7. Recovering Troubled Projects: • Stages to Recovery of Troubled Projects

  8. Stage B: Recovery Blueprint • ABC D is a process for developing a compelling argument and negotiate a desired outcome. • Attention, grab the stakeholders attention • Benefit, show them the benefit of addressing the situation now. Be prepared to handle objections • Close, gain agreement on the current situation and that action now is the right thing • Done, is the actual delivery on the decision made

  9. Stage C: Repairs and Restoration • Root cause analysis • Focus on realistic options • Common sense guidelines • Set your team up for success

  10. Managing Troubled Projects: • Re-Focus • Re-Calibrate • Re-Plan • Re-Baseline • Re-Start

  11. Do-Check-Act Cycle by Deming:

  12. Managing Troubled Projects: People Product Process

  13. Preventing Troubled Projects: “A stitch in time saves nine.”

  14. Greater Process Maturity:

  15. Better Project Planning: • Traditional Waterfall Life Cycle

  16. Better Project Execution and Risk Management: • Set team up for success, not failure • Small, steady steps forward • Reinforce positive behavior

  17. Preventing Troubled Projects: • Effective Communication

  18. Conclusion – Bridge Over Troubled Projects

  19. Sharing Lessons Learned:

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