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Preventing, Recovering and Managing Troubled Projects
...Prevent derailment, however if already derailed than get derailed
projects back on track
The focus of this workshop is to help the professional project
manager recognize the potential for trouble in order to prevent
problems, to recover those projects, experiencing troubles, and
to mange to completion recovered projects. This workshop does
not focus on ‘failed’ projects but rather on projects headed for
failure without appropriate intervention.
Prerequisite
Hands on, responsible experience with real-life project issues
Course Level
Intermediate/Advanced
Duration
2 Days
Who should attend?
- Regularly manage complex, high visibility, high priority
projects
- Be leading a team of project managers in a PMO, or a
middle management position, where the major part of their
day to day will be project management based
- Have at a minimum, a basic operational understanding of
and experience with key project management principle and
tools, including stakeholder assessment and requirements
definition, integrated configuration management and change
control, precedence diagramming and critical path
scheduling, and human resource management
- Possess the PMP credential, its equivalent, or have
extensive project management experience
- Have completed project management Fundamentals
What You Will Learn
- Recognize the major factor that contribute to a
potentially risk project
- Develop a ready useable check –list of specific causes
leading to troubled
- Categorize symptoms of a troubled project
- Formulate plan for mitigating eliminating root causes
- Assess the effectiveness of prevention and recovery
actions and plans
Content
Basic Outline of the Course:
Introduction- Defining expectations
Identifying and classifying participant project troubles
Defining “troubled” vs. “failed” vs. “success”
Assessing classical troubled project three case
Establishing participant expectations
Project Conception
Ensuring a sound and realistic business case
Establishing clear customer definition of anticipated
Assessing project and technology maturity
Defining reasonable funding and timescale
Considering multiple releases Vs “the Big-Bang delivery”
Project Initiation
Achieving open active and equitable customer relationship
Ensuring customer involvement
Defining key project tasks, deliverables
Identifying risks and appropriate assessment criteria
Establishing clear roles and responsibilities
Design and Plan Development
Stabilizing the requirements base line and applying revision control
Choosing an appropriate design
Identifying and committing key resources, human and otherwise
Preparing for dependable requirements
Balancing among project and customer organization: design and
delivery authority consistent with commitment and expectations
Plan Execution and Control
Requirements committing to a well defined, understood and properly
balanced project
Enforcing phases and gates
Deploying effective and efficient project management standards
Anticipating trade off among technology
Emphasizing testing and verification consistent with success and
risk
Monitoring and controlling non –functional requirements
Transition to Operations
Focusing the customer on preparing their organization for change
Validating installation failure recovery contingency plan
Assessing plans and resources for critical / crucial “Go-Live” dates
Post Implementation Support
Coaching the customer to measure actual benefit and to take
corrective action
Preparing customers for maintenance and enhancement issues |
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