Project Risk Assessment and Decision Support Tools

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WITHDRAWAL STRATEGIES (INDIVIDUALLY OR IN COMBINATION – Part 3 of 3)

  • 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).
  • Certify the project but only for limited purposes.
  • Close down project until competent staff can be found to execute project properly or until political feuding stops.
  • Cancel future “nice-to-have” modules.
  • Limit the span of control of the project manager.
  • Withhold resources until professional management is selected to run the project.
  • Tie payments to delivery dates.
  • Hold “hostage” a project dear to the vendor/supplier.
  • Make vendors/suppliers conform to a set of uniform guidelines or rigorous pre-acceptance tests.
  • Declare current plan to be the interim plan to be followed while a more comprehensive plan is being completed.
  • Make alterations/deletions and build whatever you can within budget.
  • Relegate the project/team/resources (etc.) to part-time status.
  • Substitute higher paid workers with lower paid workers.
  • Postpone the decision to go forward.
  • Freeze all projects/sub-projects, etc., not yet under contract.
  • Require all important decisions to be approved by an executive.
  • Re-fit existing system(s) with project’s resources.
  • Order an investigation to determine why project is not meeting its expectations.
  • Large amount of money (50% or more) is required, upfront to launch the project.
  • Extend deadline provided that project has completed significant activities.
  • Stand-down, if too many safety-related accidents over a short period of time
  • Increase the number of inspection cycles
  • Remove critical/ affected components/ records/ accident investigations, etc. to a qualified laboratory for testing and inspection, along with subject matter experts review and regulators (if necessary)
  • Deploy the project on a limited basis – only
  • Project’s/ product’s/ service’s concept cannot pivot to another use