• Kuala Lumpur

    Kuala Lumpur

Troubled Projects - Rapped assessment and recovery

 

Ø INTRODUCTION


   Is your project falling apart and you're not sure how to rescue it?

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

 

 

 

Ø TRAINING METHODOLOGY


This training course will combine presentations with instructor-guided interactive discussions between participants relating to their individual workplace. Practical exercises, video material and case studies aiming at stimulating these discussions and providing maximum benefit to the participants will support the training.

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

 

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.

  

 

                                                                               Outline

IMPOTRANT NOTE (5DAY

DAY 4 ( PRACTICAL  TRAINING )

YAYASSAN KUALA LUMPUR ( MALAYSIA )

ISTANBUL MUNICIPALITY   (  TURKEY (

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

 

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

 

 

 

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

 

 

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

 

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 :

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