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Ibm.robinson

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Ibm.robinson

  1. 1. Recovery and Success of Troubled ProjectsPresented by:Vickie Robinson, IBM, PMP, Certified Executive Project ManagerRebecca Wainwright, IBM, PMP, Certified Senior Project ManagerJennifer Hough, IBM, PMP, Associate Project Manager NASA Project Management Challenge 2008 February 26 – 27, 2008 © 2002 IBM Corporation
  2. 2. Learning Objectives Recognize - Ability to recognize some of the common reasons for troubled IT projects. Identify a plan for what to do - Ability to create a roadmap for bringing a troubled project to successful completion. Utilize Fundamental PM Tools - Overview of fundamental project management processes to address common problems with IT projects. Question & Answer Session2 © 2002 IBM Corporation
  3. 3. Key Reasons for Troubled Projects Unmet Expectations Vague Requirements Lack of acceptance of deliverables Communication Problems Lack of Change Control Lack of Project Schedule Lack of Project Schedule Control Lack of Risk Identification & Management Lack of Trust Lack of Support Lack of time for thorough development cycle to include complete testing and documentation3 © 2002 IBM Corporation
  4. 4. IRA ->> Your Plan for Success I Interview R Review A Act4 © 2002 IBM Corporation
  5. 5. Key Reasons for Troubled ProjectsAreas that the Interview Process Addresses Unmet Expectations Vague Requirements Lack of acceptance of deliverables Communication Problems Lack of Change Control Lack of Project Schedule Lack of Project Schedule Control Lack of Risk Identification & Management Lack of Trust Lack of Support Lack of time for thorough development cycle to include complete testing and documentation5 © 2002 IBM Corporation
  6. 6. Interview Process – Who? All stakeholders and/or stakeholder groups. •Project Sponsor •Internal customers •External customers •Project team members6 © 2002 IBM Corporation
  7. 7. Interview Process – Why? #1 Expectations and Requirements #2 and beyond •Status - What is good? What is bad? •Issues? •Political views? •Assumptions? •Constraints? •Dependencies? •Risks?7 © 2002 IBM Corporation
  8. 8. Key Reasons for Troubled ProjectsAreas that the Review Process Addresses Unmet Expectations Vague Requirements Lack of acceptance of deliverables Communication Problems Lack of Change Control Lack of Project Schedule Lack of Project Schedule Control Lack of Risk Identification & Management Lack of Trust Lack of Support Lack of time for thorough development cycle to include complete testing and documentation8 © 2002 IBM Corporation
  9. 9. Review - What? •Contract/ Statement of Work •Project Schedule •Design Documents •Project Management Process Documents •Business Process Documents9 © 2002 IBM Corporation
  10. 10. Review - Why? •What is in place today? •What is missing? •What needs to be done differently? •What needs to be done better?10 © 2002 IBM Corporation
  11. 11. Key Reasons for Troubled ProjectsAreas that the Act Process Addresses Unmet Expectations Vague Requirements Lack of acceptance of deliverables Communication Problems Lack of Change Control Lack of Project Schedule Lack of Project Schedule Control Lack of Risk Identification & Management Lack of Trust Lack of Support Lack of time for thorough development cycle to include complete testing and documentation11 © 2002 IBM Corporation
  12. 12. Act - The Plan •Update to project goals, objectives, deliverables, etc. •Update to project team members’ roles and responsibilities •Update and/or creation of appropriate project management processes •Re-Kickoff the Project with the team •Implement the plan •Close the project successfully •Document Lessons Learned12 © 2002 IBM Corporation
  13. 13. Questions and Answers Vickie Robinson vrobinso@us.ibm.com (512) 838-233813 © 2002 IBM Corporation

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