Amy Fick June 2013 Project Management Institute Contact Information Amy Fick amyfickciticom 6053737806 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 ID: 512188
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Bridge Over Troubled Projects
Amy FickJune 2013Project Management Institute Slide2
Contact Information:
Amy Fickamy.fick@citi.com (605)373-7806Please 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.Slide3
Recover from projects that are already in trouble
Managing troubled ProjectsPrevent future projects from getting into trouble
Bridge Over Troubled ProjectsSlide4
“Its hard to remember that your task was to drain the swamp when you are up to your ears in Alligators.”
UnknownBridge Over Troubled ProjectsSlide5
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.
What is a Troubled Project?Slide6
Prioritize Competing Demands: Slide7
Stages to Recovery of Troubled Projects
Recovering Troubled Projects: Slide8
ABC D
is a process for developing a compelling argument and negotiate a desired outcome.
A
ttention, grab the stakeholders attention
B
enefit, show them the benefit of addressing the situation now. Be prepared to handle objections
C
lose, gain agreement on the current situation and that action now is the right thing
D
one, is the actual delivery on the decision made
Stage B: Recovery BlueprintSlide9
Root cause analysis
Focus on realistic options
Common sense guidelines
Set your team up for success
Stage C: Repairs and RestorationSlide10
Re-Focus
Re-CalibrateRe-Plan
Re-Baseline
Re-Start
Managing Troubled Projects:Slide11
Do-Check-Act Cycle by Deming:Slide12
Managing Troubled Projects:
People
Product
ProcessSlide13
“A stitch in time saves nine.”
Preventing Troubled Projects:Slide14
Greater Process Maturity:Slide15
Traditional Waterfall Life Cycle
Better Project Planning: Slide16
Set team up for success, not failure
Small, steady steps forwardReinforce positive behavior
Better Project Execution
and Risk Management:Slide17
Effective Communication
Preventing Troubled Projects:Slide18
Conclusion – Bridge Over Troubled ProjectsSlide19
Sharing Lessons Learned: