Rename the project (ensure all concerned are notified). Recommend a limited go-ahead (while the metrics are being reviewed). Distance your project/offering from similar offerings that have (are) failed (failing). Stall (hold out) for political reasons. Halt deliveries of product/components/services. Shut down non-core project functions. Privatize the project. Dumb-down the project (e.g., remove/reduce features/bells and whistles). …

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Subdivide existing project into several smaller projects. Reduce the number of projects. Claim project as an investment for the future. Don’t pay vendors. Approve budget for R&D only and don’t fund procurement activities. Make project management take a salary cut if performance doesn’t meet expectations. Replace project manager. Remove perks from project team. Slow approval …

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A project may be salvageable with modifications. Some of the ways are listed below: Never initiate the proposed project. Orderly planned termination. The “hatchet” – a rapid withdrawal of funds, removal of resources, or other resources permanently or until desired conditions are met. Reassignment of people/resources to higher priority/more profitable projects. Outsource costly functions to …

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IMPROVEMENT: A commitment to continue with a project. Two options: Continue as is. This is undesirable if the project is failing. Continue with a recovery strategy (see below). Look for opportunities that may not have been present or considered, initially. Change the project’s approach. Take advantage of any opportunities that may occur. Improve some aspect …

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In a rescue situation, time is your enemy. Request and obtain authority to: – Set up interdepartmental meetings to discuss the situation, with the intent of identifying and resolving problems, quickly. – Initiate and continue training sessions. Explain to all parties’ bosses the reason why their people (the right people and the same people) are …

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2. The critical variables are: 3. Time 4. Information (aggregated data) 5. More time allows us to emphasize planning and prevention rather than rescue. 6. Having the proper data allows us to learn when and where problems occur and if resources are being wasted through poor planning and execution. 7. Project success is dependent on …

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1. The Project Development Plan describes the project’s milestones and management controls for developing a project. It should give general summary information, describe the risk analysis methodology, define the phases and review points in the project development and give estimated timeframes, costs and staffing levels for the project.

1. Details what the project plans to do, when milestones will happen and how the team will do it. 2. Is a communication tool for the project and for outsiders of the expectations of the project. 3. Is a dynamic document that will be subject to repeated updates as the project progresses and new information …

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Better decisions come from integration: 4. Data 5. Work flows 6. Teams Shows everyone the “big picture.” Fosters objectivity, synergy and trust. Allows knowledge to be shared.

THE “DECISIONARIUM”   A place used to display the   project model in its various phases. It could be part laboratory, part theater and part conference room. Allows everyone to look at a “common picture.”