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Best practices for picking up the pieces when projects fail
There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor.
Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Since failing project cannot be managed using the same lifecycle phases employed with succeeding projects, most project management professionals are unprepared to tackle the challenge of project recovery. This book presents valuable case studies and a recovery project lifecycle to help project managers identify and respond effectively to a troubled project.
Includes case studies and best practices for saving failing projects or recovering projects that have already failed
Written by experience project manager Howard Kerzner, the author of Project Management Best Practices, Third Edition
Features proven techniques for performing project health checks and determining the degree of failure and the recovery options available
Includes a new recovery lifecycle that includes phases and checklists for turning around failing projects
With comprehensive case studies, checklists, worksheets, and cross listings to the appropriate project management body of knowledge, Project Recovery offers a much needed lifeline for managers facing the specter of failure.
Auteur
HAROLD KERZNER, Ph.D., is a global leader in project management and Senior Executive Director at International Institute for Learning, Inc. Dr. Kerzner has instructed over 200,000 professionals in his successful "Kerzner Approach" to project management excellence. The Kerzner Scholarship Endowment Fund and the Kerzner Project Management Award are managed by the PMI Educational Foundation.
Résumé
Best practices for picking up the pieces when projects fail
There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor.
Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Since failing project cannot be managed using the same lifecycle phases employed with succeeding projects, most project management professionals are unprepared to tackle the challenge of project recovery. This book presents valuable case studies and a recovery project lifecycle to help project managers identify and respond effectively to a troubled project.
Contenu
1 Understanding Success and Failure 1
1.0 Introduction 1
1.1 Success: Historical Perspective 2
1.2 Early Modifications to Triple Constraints 3
1.3 Primary and Secondary CONSTRAINTS 4
1.4 Prioritization of Constraints 6
1.5 From Triple Constraints to Competing Constraints 6
1.6 Future Definitions of Project Success 8
1.7 Different Definitions of Project Success 11
1.8 Understanding Project Failure 12
1.9 Degrees of Project Failure 13
1.10 Other Categories of Project Failure 16
1.11 Summary of Lessons Learned 17
2 Causes of Project Failure 19
2.0 Introduction 19
2.1 Facts about Project Failure 19
2.2 Causes of Project Failure 20
2.3 Schedule Failure 22
2.4 Failures due to Unknown Technology 23
2.5 Project Size and Success/Failure Risk 24
2.6 Failure due to Improper Critical Failure Factors 25
2.7 Failure to Establish Tracking Metrics 26
2.8 Failing to Recognize Early Warning Signs 26
2.9 Improper Selection of Critical Team Members 27
2.10 Uncertain Rewards 29
2.11 Estimating Failures 31
2.12 Staffing Failures 32
2.13 Planning Failures 34
2.14 Risk Management Failures 36
2.15 Management Mistakes 37
2.16 Lacking Sufficient Tools 38
2.17 Failure of Success 39
2.18 Motivation to Fail 41
2.19 Tradeoff Failures 42
2.20 Summary of Lessons Learned 43
3 Business Case Failure 45
3.0 Introduction 45
3.1 Changing Stakeholders 45
3.2 Revalidation of Assumptions 46
3.3 Managing Innovation 47
3.4 Examples of Changing Business Cases 48
3.5 PROLOGUE TO THE Iridium Case Study 52
3.6 Rise, Fall and Resurrection of Iridium 52
Naming the Project Iridium 55
Obtaining Executive Support 55
Launching the Venture 56
Iridium System 58
Terrestial and Space-Based Network 58
Project Initiation: Developing Business Case 59
Hidden Business Case 61
Risk Management 61
Collective Belief 63
Iridium's Infancy Years 64
Debt Financing 67
M-Star Project 68
A New CEO 69
Project Management at Motorola (Iridium) 69
Satellite Launches 70
Initial Public Offering (IPO) 71
Signing Up Customers 71
Iridium's Rapid Ascent 72
Iridium's Rapid Descent 74
Iridium Flu 78
Definition of Failure (October 1999) 79
3.7 Summary of Lessons Learned 84
4 Sponsorship/Governance Failures 87
4.0 Introduction 87
4.1 Defining Project Governance 88
4.2 Project versus Corporate Governance 88
4.3 Roles, Responsibilities and Decision-Making Authority 90
4.4 Governance Frameworks 91
4.5 Governance Failures 93
4.6 Why Projects Are Hard to Kill 94
4.7 Collective Belief 96
4.8 Exit Champion 97
4.9 When to Give Up 98
4.10 Prologue to the Denver International Airport Case Study 101
4.11 Denver International Airport 101
Background 101
Airports and Airline Deregulation 102
Does Denver Need a New Airport? 103
Enplaned Passenger Market 108
Land Selection 109
Front Range Airport 109
Airport Design 110
Project Management 112
Baggage-Handling System 114
Early Risk Analysis 115
March 1991 115
April 1991 116
May 1991 116
August 1991 117
November 1991 117
December 1991 118
January 1992 118
June 1992 118
September 1992 119
October 1992 119
March 1993 119
August 1993 120
September 1993 120 October 1...