PROJECT RECOVERY SYMPTOMS Late, overloaded resources, excessive change, resource unavailability, changes prioirities, re-work.

NO FIRM IDEA OF COMPLETION LADEN WITH DEFECTS - EXCESSIVE HOURS MANAGEMENT HAS LOST CONTROL wrt progress/status CUSTOMER HAS LOST CONFIDENCE Complaints, Meetings TEAM IS 'DEFENSIVE'; STRAINED RELATIONSHIPS; LOW MORALE; LEGAL ACTION; TERMINATION / CANCELLATION SAVING PROJECTS

RECOGNISE - ANALYSE - PLAN - DO - CHECK - ACTION ROOT CAUSES Poor PM Techniques Incomplete Plan No Plan - insufficient detail Inadequate Tracking - no schedule Poor Control Lack of Network - Precedence Managing from a "To Do" List Updating of Plan on a daily basis - it seems Baselines 'drift' No / inappropriate 'Project Controls' Absence of clear authority, roles and responsibilities. FIVE DISEASES Bad Multitasking - critical items not prioritised, dependent activities not actioned in time Parkinson's Law - work expands to meet time available Student Syndrome -0 procrastination, late start, analysis paralysis Task Dependency - cannot pass on 'early' 2+2=5 - time betweeen tasks, administration, time to distribute, getting up to speed. CLASSIC MISTAKES PEOPLE - PROCESS - PRODUCT TECHNOLOGY Ensure project deliverables and completion defined, integration aspecst addressed in time, all aspects integrated. SCOPE leads to WBS - leads to CostBS, TimeBS, QualityBS, Risk BS and Organisation 'build up'. Cutting suit according to cloth rather than getting the right cloth. Starting with Wild Enthusiasm can quickly lead to grief!

RAPID ASSESSMENT

#1 - CHARTER (Direction) Define Mission Document Project History & Sensitivities Identify Recovery Team and Approach (WBS-Network-Risk-Resources-ActionsSchedule) Approval and Brief 'troubled team'

#2ASSESSMENT PLAN IF NOT DONE THE IDENTIFICATION OF ROOT CAUSE AND OPTIMAL WAY FORWARD CANNOT BE DONE. Contract review, scope review, PM Plan review Interviews - Team, Sponsor, Client, Contractor/Supplier. Time and budget & staff required. #5 CONDUCT RECOVERY "BEGIN WITH THE END IN MIND" GET PROJECT BACK ON TRACK IN INCREMENTS IF NEED BE. CRAWL BEFORE WALKING & RUNNING EARLY ID OF PROBLEMS /SOLUTIONS PRIORITISE TASKS - Time Control COMMUNICATE & COMMUNICATE NO EARLY VICTORY - NO RESTING ON LAURELS

ASSESS - DEFINE CHARTER Stage of Project when crisis ocurred. ASSESSMENT PLAN - CONDUCT Analysis of developmenr and root cause of ASSESSMENT - ANALYSIS - RECOVERY problem. Impacts on remainder of Project. PLAN - RECOVERY WBS - Problems - Risks/Issues - defects Soft as well as hard skills, HR aspecst and resources/skills - schedule - PM system & management changes, personalities controls

#3CONDUCTING ASSESSMENT Determine true current status ID Major threats/opportunties, problems in order to address way forward. Establish needs for recovery effort (resource/time/skills)/variations. Assess political will/business need for recovery and if viable (physical/economic)

#3 ANALYSIS - QUESTIONS Does WBS/Schedule allow adequate tracking and timely intervention for control. Does each package end with a deliverable? Is WBS specfic and link to OBS/CBS? Is all scope included in WBS - ambiguities, gaps, duplication.

#4 RECOVERY PLAN Requires and achievable/realistic and believable schedule; reestablish customer confidence, rebaseline project plan; solution sfor problems, re-build team (avoid scapegoats); ?reduce/defer scope?, increase productivity, re-adjust deliverables. USE INCHSTONES/TIGHT MONITOR & CONTROL, FREQUENT COMMS/REPORTS