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1、Effective Project Management: Traditional, Agile, ExtremePresented by (facilitator name)Managing Complexity in the Face of UncertaintyCh16: Prevention and Intervention Strategies for Distressed ProjectsWhat is a distressed project?Prevention strategiesIntervention strategiesRoles and responsibilitie
2、s of the PSO with respect to distressed projectsSummary of Chapter 16Ch16: Prevention & Intervention Strategies What is a distressed project? A project that has exhibited a performance trend that, if continued, will result in certain failure.A project whose performance has exceeded one or more metri
3、c values and is now a high risk for failure.A project that has recently experienced some significant change that may result in its failure. Ch16: Prevention & Intervention Strategies Typical causes leading to distressed projects Poor, inadequate, or NO requirements definitionInappropriate or insuffi
4、cient sponsorshipComplexity of requirements not recognizedUnwillingness to make tough decisionsLag between project approval and kick-offNo plan revision after significant cuts in resources or timeEstimates done with little planning or thoughtOver commitment of staff resourcesInconsistent client sign
5、-offNo credibility in the baseline plan Unmanageable project scopeCh16: Prevention & Intervention Strategies Strategies for dealing with distressed projects Prevention strategiesIntervention strategiesNeed help?Ch16: Prevention & Intervention Strategies Prevention Strategies Tools, templates, and pr
6、ocesses Requirements gathering WBS construction Dynamic Risk Management Process Scope Change Management Process Milestone Trend Charts* Earned Value Analysis* Details providedCh16: Prevention & Intervention Strategies Conservative trend patterns Figure 16-01Ch16: Prevention & Intervention Strategies
7、 Tighter control limits as an early warning Figure 16-02Ch16: Prevention & Intervention Strategies Earned Value Basic Performance IndicesCost Performance Index (CPI) A measure of how close the project is to spending on the work performed to what was planned to have been spent. Schedule Performance I
8、ndex (SPI) A measure of how close the project is to performing work as it was actually scheduled.CPI = EV/ACSPI = EV/PV INDEX VALUES1: under budget or ahead of scheduleCh16: Prevention & Intervention Strategies Earned Value Performance Indices Project Week8765493211.00.80.60.41.21.41.6CCCCCCSS SSS S
9、under budget ahead of scheduleover budget behind scheduleProject: ALPHACh16: Prevention & Intervention Strategies The Intervention Process Analyze Current Situation Revise Desired Goal Evaluate OptionsGenerate Revised Plan Team Client Team/Client Team/Client Where are we?Where can we go?How can we g
10、et there?How will we get there?Figure 16-03Ch16: Prevention & Intervention Strategies Figure 16-04Status of the Current Deliverables DELIVERABLECOMPLETESTATUSCOMMENTSAYesCompleted 2 days lateBNo3 days behindError in specificationCNo6 days behindKey resource not availableDNo12 days behindKey resource
11、 not availableENo12 days behindNot yet open for workCh16: Prevention & Intervention Strategies Root Cause Analysis PROBLEM STATEMENTREASON #1REASON #2REASON #3WHYWHYWHYWHYCAUSE #1CAUSE #2CAUSE #3CAUSE #5CAUSE #6CAUSE #8CAUSE #7REASON #4CAUSE #4WHYCh16: Prevention & Intervention Strategies Root Cause
12、s Project Conception 23.1Project based on unrealistic business caseProject is based on executive leverageClient cannot clearly define objectivesProject based on state-of-the-art and immature technologyLack of client ownershipClient funding and/or timescale unrealisticFailure to decompose the project
13、 into smaller feasible stepsCh16: Prevention & Intervention Strategies Root Cause Project Planning & Initiation Unrealistic cost, time, and capability estimatesFailure to clearly define requirementsPoor client/team relationshipsPoor scoping activitiesLack of meaningful client involvementPoor WBS spe
14、cificationUnreliable risk management planPoor planningFailure to clearly define roles and responsibilitiesCh16: Prevention & Intervention Strategies Root Cause Solution DefinitionFailure to apply appropriate scope managementPoor choice of technical platform/architectureStarting a phase prematurelyPo
15、or choice and preparation of requirements definition approachLack of proper design reviewsLack or loss of skilled resourcesPoor standards deploymentPoor requirements traceabilityCh16: Prevention & Intervention Strategies Root Cause Solution Development Project overtaken by technology advancesLack of proper change controlInadequate training and supervisionInadequate client reviewPoor management of outside contractorsLack of formal testing and integration approaches Ch16: Prevention & Intervention Strategies Root Cause Solution Implementation Inadequate client/end user trai
