Troubled Projects - Rapped assessment and recovery
Ø INTRODUCTION |
t is an extremely challenging task that requires specific attention, management and leadership to manage troubled projects successfully before having one more failed project. Currently, there are many studies on project management tools, strategies and troubled project management. However, the reality of troubled projects needs to be brought into the mainstream and more closer in concept to A Guide to the Project Management Body of Knowledge In this IACT course demonstrates time-tested strategies to rescue a failing project before it's too late, including a look at common indicators that trouble is ahead, a methodology for finding the root cause, and proactive strategies to realign your stakeholders, team, vision, and schedule. |
Ø Objectives |
At this program's conclusion, participants should be able to:
l To clarify basic terms and set the stage for applying the methodology. l To Understand causes of the project’s trouble l To review of the project and project plans. l Recovery is an attempt to salvage something useful from the project. l Understanding meaning of troubled in the project
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Ø TRAINING METHODOLOGY |
This interactive training course includes the following training methodologies as a percentage of the total tuition hours: l 30% Lectures, Concepts, Role Play l 30% Workshops & Work Presentations, Techniques l 20% Based on Case Studies & Practical Exercises l 20% Videos, Software & General Discussions Pre and Post Test |
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Ø WHO SHOULD ATTEND? |
The ideal participants for this program include:
l Project or program managers who regularly manage complex, high visibility, high-priority projects, programs or multi-project portfolios. l Project team members who are involved with these same situations and want to make a difference on their teams. l Managers of project managers in a PMO, or middle managers, for whom the major part of their day-to-day work is project management based.
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Outline IMPOTRANT NOTE (5DAY DAY 4 ( PRACTICAL TRAINING ) YAYASSAN KUALA LUMPUR ( MALAYSIA ) ISTANBUL MUNICIPALITY ( TURKEY ( |
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Day 1 |
Definition of Troubled Projects Project Troubles versus Project Risks Signs of Troubles Causes of Troubles Project Manager as the Captain in a Troubled Projects Ship Difficult to Admit Project Troubles The Rapid Assessment and Recovery Process l Define the charter l Develop assessment plan l Conduct assessment l Develop recovery plan l Conduct recovery l The Troubled Project Continuum Seven key variables or areas that must be investigated during an assessment: l WBS l Problems l Risks l Defects l Resources l Schedule l Management system and control processes |
Day 2
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Define Charter - Define Charter Process Input l Trigger event l Contact from requestor or sponsor Output l Charter l Assessment approach l List of project data needs l List of people needs Competencies l Leadership l Problem solving l Infl uence l Negotiating Tools l Assessment and recovery charter planning form l Assessment charter form |
Day 3
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The Development of the Assessment Plan l Develop Assessment Plan Process Input l Plan-for-assessment plan l People l Project documentation l Assessment and recovery charter planning form l Assessment charter Output l Signed-off assessment plan l Resource and interview commitments l Tools to be used l Kick-off meeting agenda l War room requirements l Completed assessment team questionnaires Competencies l Leadership l Achievement l Problem solving l Infl uence l Negotiating Tools l Assessment team questionnaire form l Threat identifi cation form l Opportunity identifi cation form l Problem identifi cation form
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Day 4 |
Conducting the Assessment l Conducting the Assessment Process Input l Charter l Assessment plan l Project documentation l Assessment charter l Assessment team questionnaire l Assessment and recovery charter planning form Output l Signed-off fi ndings l Threats l Opportunities l Problems l Ranked fi ndings for each Competencies l Project management tools, techniques, and methods l Leadership l Problem solving l Infl uence l Negotiating Tools l Threat identifi cation form l Opportunity identifi cation form l Problem identifi cation form l Comparative threat ranking form l Comparative opportunity ranking form l Comparative problem ranking form
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Day 5 |
The Rapid Assessment and Recovery of Troubled Projects Example of Assessment Findings Report Outline l Background l Sponsor l Charter l Trigger event l Assessment team members l Date of assessment l Scope of review l Key fi ndings l Recommendations l Immediate action plans Analyse Project Plan l WBS l Does allow adequate tracking and control of project? l Does each work package end with a physical deliverable? l Is the WBS clear and specifi c? l Does the work include everything that must be done? Metrics l Earned value l Tasks completed l Requirements change l Confi guration change l Voluntary staff turnover l Overtime rate l Defect data l Problem data Status tracking and reporting l Verify that all work reported as “done” is in fact totally “done” l Validate the current status of all activities, even activities in the recent past l memos Management system and control processes l regularly scheduled management meetings are held? With whom? l problems and issues managed? l reports are used l metrics and control structure are used to manage the project? l processes - documents- project context
The Developmentof the Recovery Plan l Develop a plan that will lead to a useful project l Establish a road map and processes to achieve this goral l Continue to build confi dence and morale The focus of the recovery is almost entirely about: l Producing an achievable schedule l Re-establishing customer and management confi dence l Rebaseline the project plan l Sorting project problems l Rebuilding the team There are three major categories of recovery: l People l Processes and tools l Product |
Schedule
- 08:30 – 10:15 First Session
- 10:15 – 10:30 Coffee Break
- 10:30 – 12:15 Second Session
- 12:15 – 12:30 Coffee Break
- 12:30 – 14:00 Third Session
- 14:00 – 15:00 Lunch
Fees
The Fee for the seminar, including instruction materials, documentation, lunch, coffee/tea breaks & snack :
- Last updated on .