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EffectiveProjectManagement:Traditional,Agile,ExtremePresentedby(facilitatorname)ManagingComplexityintheFaceofUncertaintyCh16:PreventionandInterventionStrategiesforDistressedProjectsWhatisadistressedproject?PreventionstrategiesInterventionstrategiesRolesandresponsibilitiesofthePSOwithrespecttodistressedprojectsSummaryofChapter16
Ch16:Prevention&InterventionStrategies…Whatisadistressedproject?
Aprojectthathasexhibitedaperformancetrendthat,ifcontinued,willresultincertainfailure.Aprojectwhoseperformancehasexceededoneormoremetricvaluesandisnowahighriskforfailure.Aprojectthathasrecentlyexperiencedsomesignificantchangethatmayresultinitsfailure.Ch16:Prevention&InterventionStrategies…Typicalcausesleadingtodistressedprojects
Poor,inadequate,orNOrequirementsdefinitionInappropriateorinsufficientsponsorshipComplexityofrequirementsnotrecognizedUnwillingnesstomaketoughdecisionsLagbetweenprojectapprovalandkick-offNoplanrevisionaftersignificantcutsinresourcesortimeEstimatesdonewithlittleplanningorthoughtOvercommitmentofstaffresourcesInconsistentclientsign-offNocredibilityinthebaselineplanUnmanageableprojectscopeCh16:Prevention&InterventionStrategies…StrategiesfordealingwithdistressedprojectsPreventionstrategiesInterventionstrategiesNeedhelp?Ch16:Prevention&InterventionStrategies…PreventionStrategies–Tools,templates,andprocesses
RequirementsgatheringWBSconstructionDynamicRiskManagementProcessScopeChangeManagementProcessMilestoneTrendCharts*EarnedValueAnalysis**DetailsprovidedCh16:Prevention&InterventionStrategies…Conservativetrendpatterns
Figure16-01Ch16:Prevention&InterventionStrategies…Tightercontrollimitsasanearlywarning…
Figure16-02Ch16:Prevention&InterventionStrategies…EarnedValue–BasicPerformanceIndicesCostPerformanceIndex(CPI)Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent.
SchedulePerformanceIndex(SPI)Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled.CPI=EV/ACSPI=EV/PVINDEXVALUES<1:overbudgetorbehindschedule>1:underbudgetoraheadofscheduleCh16:Prevention&InterventionStrategies…EarnedValue–PerformanceIndices
ProjectWeek8765493211.00.80.60.41.21.41.6CCCCCCSSSSSSunderbudgetaheadofscheduleoverbudgetbehindscheduleProject:ALPHACh16:Prevention&InterventionStrategies…TheInterventionProcess
AnalyzeCurrentSituationReviseDesiredGoalEvaluateOptionsGenerateRevisedPlanTeamClientTeam/ClientTeam/ClientWherearewe?Wherecanwego?Howcanwegetthere?Howwillwegetthere?Figure16-03Ch16:Prevention&InterventionStrategies…Figure16-04StatusoftheCurrentDeliverables
DELIVERABLECOMPLETESTATUSCOMMENTSAYesCompleted2dayslateBNo3daysbehindErrorinspecificationCNo6daysbehindKeyresourcenotavailableDNo12daysbehindKeyresourcenotavailableENo12daysbehindNotyetopenforworkCh16:Prevention&InterventionStrategies…RootCauseAnalysis
PROBLEMSTATEMENTREASON#1REASON#2REASON#3WHYWHYWHYWHYCAUSE#1CAUSE#2CAUSE#3CAUSE#5CAUSE#6CAUSE#8CAUSE#7REASON#4CAUSE#4WHYCh16:Prevention&InterventionStrategies…RootCauses–ProjectConception
23.1ProjectbasedonunrealisticbusinesscaseProjectisbasedonexecutiveleverageClientcannotclearlydefineobjectivesProjectbasedonstate-of-the-artandimmaturetechnologyLackofclientownershipClientfundingand/ortimescaleunrealisticFailuretodecomposetheprojectintosmallerfeasiblestepsCh16:Prevention&InterventionStrategies…RootCause–ProjectPlanning&Initiation
Unrealisticcost,time,andcapabilityestimatesFailuretoclearlydefinerequirementsPoorclient/teamrelationshipsPoorscopingactivitiesLackofmeaningfulclientinvolvementPoorWBSspecificationUnreliableriskmanagementplanPoorplanningFailuretoclearlydefinerolesandresponsibilitiesCh16:Prevention&InterventionStrategies…RootCause–SolutionDefinitionFailuretoapplyappropriatescopemanagementPoorchoiceoftechnicalplatform/architectureStartingaphaseprematurelyPoorchoiceandpreparationofrequirementsdefinitionapproachLackofproperdesignreviewsLackorlossofskilledresourcesPoorstandardsdeploymentPoorrequirementstraceabilityCh16:Prevention&InterventionStrategies…RootCause–SolutionDevelopment
ProjectovertakenbytechnologyadvancesLackofproperchangecontrolInadequatetrainingandsupervisionInadequateclientreviewPoormanagementofoutsidecontractorsLackofformaltestingandintegrationapproachesCh16:Prevention&InterventionStrategies…RootCause–SolutionImplementation
Inadequateclient/endusertrainingandsupportCatastrophicfailurewithnomitigationplansMissingacriticalgolivedateCh16:Prevention&InterventionStrategies…Reviseoriginalgoal–PrepareWorkshopEnvironment
HoldworkshopoffsiteatacomfortablehotelAgoodrestaurantLargeroomwithlotsofwhiteboardspaceSeveralflipchartstandsBreakoutroomsforprivatediscussionsUseanexperiencedoutsidefacilitatorAgreeonthegroundrulesCh16:Prevention&InterventionStrategies…TheProcessofRevisingtheProjectGoalRevieworiginalbusinesscasePreparelistofcorrectiveactionsDeterminefeasiblebusinesstargetUpdatebusinesscaseIstherevisedbusinesscasefeasible?NOYESRepeatprocessFigure16-05Ch16:Prevention&InterventionStrategies…Revieworiginalbusinessgoal
ReviewtheoriginalbusinesscaseReviewthecurrentbusinessneedsAlignthebusinesscasetocurrentbusinessneedsRESULTChangeofrequirementsand/orReprioritizingofrequirementsCh16:Prevention&InterventionStrategies…Preparelistofcorrectiveactions
GeneralRequirementsDesign,Development,andIntegrationTestingandImplementationCh16:Prevention&InterventionStrategies…Generalcorrectiveactions
Strengthen/replace/reorganizemanagementwhereneededImplementimprovementsindevelopmentandtestenvironmentwhereneededConsiderredistributingworktoCOTSvendorsCh16:Prevention&InterventionStrategies…Requirementscorrectiveaction
Establishaclient-basedscopechangerequestprocessRemovefunctionalitywherethebusinesscaseisweakPrioritizefunctionality(MoSCoW)ReviewrequirementsforanypackagecustomizationPrioritizefunctionalitybybusinessunitandremoveasrequiredCh16:Prevention&InterventionStrategies…Design,Development/Integration(correctiveactions)ReviewthesolutionformoreuseofCOTSPartitionintoswimlanesforschedulecompressionConsiderincrementalreleasesSimplifyinterfacestoexternalapplicationsCh16:Prevention&InterventionStrategies…TestingandImplementation
ConsiderincrementalusertestingUsepilotsforearlyreleaseCh16:Prevention&InterventionStrategies…Howcanwegetthere?–Evaluatingoptions
BrainstormpotentialprojectoptionsPrioritizeoptionsConductaSWOTanalysisFramethegetwellplanIstherevisedbusinesscasefeasible?NOYESDevelopexitstrategyFigure16-06Ch16:Prevention&InterventionStrategies…SWOTAnalysisAreas
ThedegreeofPSOsupportofferedtotheprojectteamthroughoutthePMLCmodelforthisoptionTheskillandcompetencyprofileoftheteamwithrespecttothisoptionThedegreetowhichtheclienthasbeenmeaningfullyinvolvedintheprojectandwillbeabletosupportthisoptionThecontentsofthescopebankrelatedtothisoptionCh16:Prevention&InterventionStrategies…Howwillwegetthere?–Thestepstorevisetheplan
PreparerevisedprojectplanGetmanagementacceptanceofrevisedplanPreparetore-starttheprojectCh16:Prevention&InterventionStrategies…Preparerevisedplan
ReviseddeliverablesandmilestonedatesCreateanewdeliverables-basedWBSDuration,labor,resourcesScheduletomeetmilestonedatesUpdatedriskmanagementplanCloselymonitorperformancemetricsTightlycontrolledscopechangemanagementprocessCh16:Prevention&InterventionStrategies…GetmanagementacceptanceClientmeaningfullyparticipatesinprojectplanningandsupportstheplanManagementapprovaltostartCh16:Prevention&InterventionStrategies…Preparetore-starttheproject
Assuringthattheteam’sskillsandcompetenciesarecorrectlyalignedwiththerevisedprojectClearlydefinedrolesandresponsibilitiesArevisedriskmanagementplanisinplaceandassignedtoateammemberAdefinedmonitoringsystemisinplacetodete
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