Questions to consider: Method(s) to use: Action(s) to take: 1.  Who is your audience?  What is their level of PM knowledge?   Any method Monitoring and Evaluation Tools – Miles Section 5 Decision Options – Miles Section 6 2.  How does your audience like to receive information? For detailed analyses: Use Projectivities maps (See Miles, […]

DESCRIPTION: DESCRIBE THE ORIGINAL CONCEPT, WHERE IT IS HEADED NOW AND WHY. OBJECTIVE: A STATEMENT OF THE PROBLEM(S) TO BE STUDIED OR THE QUESTION(S) TO BE ANSWERED. ACTION PLAN: INCLUDE A MILESTONE CHART, USING PRINCE 2 STRUCTURE. ADDRESS THE KEY PROBLEM AREAS BY ORDER OF PRIORITY. REFER ALSO TO STEP V: DEVELOP AN ACTION PLAN

• There’s no obvious commercial benefit/ too little return on investment • System cannot reliably perform as required • Better resourced competitor(s) have rolled out a more competitive offering • Too many safety-related accidents/ loss of life • Project completion would cost a lot more than initially estimated by vendor or contractor/ expected by the

NOTE: Some managers have reported that up to 75% of a product’s personnel will leave if they are not immediately re-assigned to another project. • Planned project/product has become obsolete. • Failure to meet deadlines or the conditions of the contract. • Investors show little interest in it. • Project is not achieving its objectives.

(Can occur at any point in the project’s life cycle) THERE ARE ALWAYS SITUATIONS IN WHICH PROJECTS MUST BE STOPPED. BELOW ARE SEVERAL REASONS FOR STOPPING: Final achievement of the objectives. Project cannot impact on the bottom line (either make or save the firm $). Poor initial planning and market prognosis. A better alternative is

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).

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

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

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

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