| Description |
1 online resource (xiv, 185, [1] pages) : illustrations |
|
data file |
| Series |
Auerbach book |
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Auerbach book.
|
| Bibliography |
Includes bibliographical references (pages 185-188). |
| Contents |
Introduction; What You'll Learn; The Odds Are Against You; Symptoms to Look For; Poorly Defined and Managed Scope and Requirements; Lack of Involvement and Buy-In of Key Stakeholders; Lack of Detail and Realism in the Project Plan; Negative Conflicts among Team Members and Poor Morale; Ill-Defined Assumptions and Expectations; Lack of People with the Necessary Attributes; Failure to Identify or Deal with Risks; Too Many Dependencies; Patterns to Look For; The Five Key Actions; Avoid the Quick Fix Energize; The Spark; An Overview; Identify or Bring on the Key People; Call for a Time-Out; Communicate the Need for Revisiting the Vision; Ask the Hard Question: Is What Has Been and Is Currently |
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Being Done Necessary?; Emphasize the Need for Concerted Action; Stress the Importance of Having a Meaningful Plan; Be Decisive Based on Facts and Data, |
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Not Personalities; Avoid Being Arbitrary and Capricious; Conclusion; Getting-Started Checklist Envision; An Overview; Identify Stakeholders; Take a Systems Approach; Conduct a Gap Analysis of What Was and What Should Have Been Done; Take a Snapshot of What Is Going Well ... and Not So Well; Do Not Add More Resources--Not Just Yet; Develop a New or Revised Project Charter; Conclusion; Getting-Started Checklist Explore; An Overview; Get People to Share Feelings and Information; Recognize Everyone's Interests Are Important; Get People to Think about the Project's Circumstances and Suggest Improvements; Remove the Non-Value-Added Work; Identify Options; Conclusion; Getting-Started Checklist Evaluate; An Overview; Conduct a Thorough Risk Assessment; Select One or More Options; Present and Negotiate Options; Conclusion; Getting-Started |
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Checklist Execute ; An Overview; Develop a Realistic Recovery Plan; Apply Knowledge of What People Can and Cannot Do; Get Participation and Commitment from Stakeholders; Apply Good Project Execution Practices; Conclusion; Getting-Started Checklist Final Thoughts; The Odds Are Not in Your Favor; Now the 5 C's; The Five Secrets Glossary; Bibliography; Index |
| Summary |
Whether you use budget, schedule, quality, or other criteria, the statistics by think tanks, institutes, associations, and other trade organizations all point to one inescapable conclusion: your project has a greater chance of getting into trouble than staying out of it. Based on the lessons learned by the author during a quarter of a century of leading projects to successful conclusions, Managing Projects in Trouble: Achieving Turnaround and Success unveils the five secrets to ensuring success--even for projects seemingly doomed to fail. |
| Subject |
Project management.
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Gestion de projet. |
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Project management |
| Other Form: |
Print version: Managing Projects in Trouble. Auerbach Pub 2011 9781439852460 (OCoLC)642845795 |
| ISBN |
9781439852460 (electronic bk.) |
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1439852464 (electronic bk.) |
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9781439852477 (electronic bk.) |
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1439852472 (electronic bk.) |
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