Turning Around Troubled Projects by Harry Mingail 561-749-0336

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Presentation Slides from the 8/11/11 joint IIBA & PMI Dinner.

Key Note speaker, Harry Mingail CBAP® and PMP®, author of 'Project Management Entrepreneuring' and 'Business Information Technology Strategic Planning', gave an entertaining and informative presentation on "How BA's and PM's Anticipate and Turnaround Troubled Projects - Tips & Techniques."

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Turning Around Troubled Projects by Harry Mingail 561-749-0336

  1. 1. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  2. 2. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Harry Mingail25+ years as a freelance consultingToronto and Florida residencesVP, Director, Manager, Program/Project Manager, Management Consultant11 years training, many seminars, rated Excellent (95%) as a trainer(presentation skills, communications, negotiation, time management,project management, strategic, getting results without authority, planning,business analysis, managing competing priorities) Self portrait drawn by HarryComputer Science, Math, Bus, PMP, CBAP, Six SigmaWrite, Workshops,Speak (try “Harry Mingail” inwww.google.comwww.amazon.com books written“Project Management Entrepreneuring”“Business Information Technology Strategic Planning”Training, writing and problem-solving are my favourite things to do Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  3. 3. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Three Steps - Highlights Only in Our 1 Hour Together - Step 1. What’s wrong . What’s right? Step 2. Let’s do something about it! Step 3. Let’s make it happen! Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  4. 4. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and TechniquesThink of your projects Step 1. What’s wrong . What’s right? 2. Let’s do something about it! 3. Let’s make it happen! Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  5. 5. 1. What’s wrong . What’s right? What is a troubled project? When can trouble start? .
  6. 6. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? A Checklist of Potential Challenges - Trouble? - Scope changes and creep Too many risks have manifested themselves Competing priorities Too many issues have manifested themselves Time pressures Exceeding budget Funding pressures Exceeding schedule Lack of stakeholder understanding/ability to Exceeding people resources communicate requirements Conflicting priorities Lack of stakeholder availability and involvement Poor quality interim and final results Political pressures Weak vendor contributions and contract problems Weak project sponsor Irrational reluctance to sign-off Weak project manager Rational and justified resistance to sign-off because of poor Misalignment with strategy project deliverables Lack of proper project justification Rational and justified resistance to sign-off because of poor Lack of leadership in project project budget/schedule performance Weak teamwork Difficult circumstances surrounding premature closing of Weak product skills and knowledge project before planned results delivered Changing organizational and project priorities Resistance to changes created by project results Dwindling management support Inadequate vendor deliverable versus contract Miscommunications Lack of established effective closing procedures Inadequate vendor responses Irrational resistance to lessons learned continuous Interdependent projects not fulfilling commitments improvement assessments Misalignment with strategy People resources unavailable Lack of stakeholder collaboration Inadequate planning processes Organization is frequently in firefighting mode Inadequate life cycle processes Fixation on first estimates/wrong planning detail Planning analysis paralysis Failure to properly plan for reviews and approvals Continuous improvement not integral Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  7. 7. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? KEY POINT The Cup Is Usually Half Full "The measure of health is the disposition to find good everywhere.“ …Ralph Waldo Emerson Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 7
  8. 8. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and TechniquesHow many of you have an objective “Project Management Health Check Scorecard Measure” 1. What’s wrong . What’s right? Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  9. 9. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Business Strategy/ArchitectureAn External Factor Data, Process & (Location) Architecture Applications Architecture Conceptual Process Model Interoperability Model Technical Architecture Technical Models Technical Reference Models Standards Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  10. 10. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Strategy and Portfolio Management – Vital Project Foundations -An External Factor Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 10
  11. 11. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Check Your Organization’s PMMM 5. Optimizing Focus on process improvement 4. Managed PM processes measured/controlled, quality includes PMAn External Factor 3. Defined Enterprise use of PM practices, project + project = quality 2. Repeatable Methodology implemented, training, reviews Ad hoc, informal, success by heroism 1. Initial Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  12. 12. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Your Current State Analysis  Do the “Dirty Dozen” Checklist 1. Create an assessment plan 2. Identify and obtain all documents and files to conduct the review 3. Identify the project team members 4. Identify the stakeholders for review meetings 5. Hold a project kick off meeting with all parties involved 6. Hold individual meetings with all parties 7. Analyse all project data 8. SWOT 9. Root cause analysis 10. Draft assessment report 11. Factual accuracy review of assessment report with stakeholders 12. Finalise assessment report and recommendations  Do It Quickly Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  13. 13. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Your Current State Analysis Document Checklist  Business Case or Mandate  Scope definition  Project Objective/s  Process Models  Project Charter or Initiation  Project Logs Documents  Issues  Organisational Chart  Risks  Work/Product Break Down  Decision Structure  Change  Last Few Project Status Reports  Dependency  Project Schedule/Plan  Resource plan  Financial budget/plan  Resource tracking sheet actual vs  Financial tracking sheet actual plan vs plan  Project Management  Business Requirements process/methodology & metrics  High level roadmap  Last 3 steering committee meetings  Benefits map  Communication plan  Quality Plan Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  14. 14. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and TechniquesUse BA ElicitationTechniques toUncoverRoot Causes Face-to-Face Other ♦ Brainstorming ♦ Document analysis ♦ Focus groups ♦ Interface analysis ♦ Interviews ♦ Surveys/questionnaires ♦ Observation ♦ Prototyping ♦ Workshops Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 14
  15. 15. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Create Your Project’s Root Cause Fishbone Diagram Category 1 Category 2 Factor Factor Factor Factor Factor Topic Name Factor Factor Factor Factor Category 3 Category 4 Factors and/or categories of factors Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  16. 16. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Danger Danger Excessive Groupthink  Overestimation of the group (illusions of invulnerability, illusions of morality)  Close-mindedness (rationalizations, stereotypes about the outgroup)  Pressures toward uniformity (self-censorship, the illusion of unanimity, direct pressure on dissenters, self-appointed mindguards).  Defective decision-making processes Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  17. 17. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques1. What’s wrong . What’s right? Sample Gap Analysis Format C T C T C T C T C T C T C T C T C T C T Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 17
  18. 18. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Step 1. What’s wrong . What’s right? 2. Let’s do something about it! 3. Let’s make it happen! Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  19. 19. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques2. Let’s do something about it! How to Establish Your Leadership Credibility Your Can you Can you Can you get it Other? expertise learn it? recruit it? some other strengths and way? weaknesses? Copyright © 2008 by Harry Mingail of www.harrymingail.com 19 Extracted from 2 day webinar workshop from www.performancewwi.com
  20. 20. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques2. Let’s do something about it! PMBOK 1 Primary Plan + 8 Subsidiary Plans Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 20
  21. 21. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques2. Let’s do something about it! PM’s Need to Empower The BA “Workpackage” Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 21
  22. 22. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Build Your Stakeholder Poster2. Let’s do something about it! YOUR PROJECT Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  23. 23. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques2. Let’s do something about it! Consider Multiple Views The Problem Problem to be analysed Balancing is a key PM professional responsibility Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 23
  24. 24. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques One Sample View - What Executive Stakeholders May Want -2. Let’s do something about it! •Respect business needs •Cost controlled (low) •Objectives achieved •Not oversold •Not over-committed •Well managed •Effective controls •Milestones achieved •Other? Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  25. 25. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Understand Your Stakeholders’ Filters2. Let’s do something about it! Filters Influence the Way We Make Decisions Actions I take Conclusions I draw Beliefs I have Assumptions I make Meaning I add Data I select I observe data and experience Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  26. 26. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Very Important to Collaboratively2. Let’s do something about it! Establish a Shared Vision A shared vision is not an idea… it is, rather, a force in people’s hearts, a force of impressive power. Peter Senge, The Fifth •Evolve team vision to drive team behavior Discipline •Create project vision to drive project behavior •Facilitate product vision to drive project evolution 26 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  27. 27. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Step 1. What’s wrong . What’s right? 2. Let’s do something about it! 3. Let’s make it happen! Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  28. 28. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Make It Happen – The “BA” Model3. Let’s make it happen! Data Process People Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  29. 29. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques3. Let’s make it happen! Data Process People Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  30. 30. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Focus on Performance Not Status3. Let’s make it happen! Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  31. 31. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Each participant answers 3 questions Initially - Daily Standup Meeting (primarily about critical path)3. Let’s make it happen! 1 What did you do yesterday? 2 What will you do today? 3 What’s in your way? • These are more than status sessions for the manager • They are team member commitments in front of the team 31 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  32. 32. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Avoid Grizzly Meetings3. Let’s make it happen! • A meeting is a project. • Restrict to one hour or less • Start and finish on time • Set the tone for the project • Be realistic on completion dates but expect on-time completion (see next slide) • Exception management – only raise issues that need to be escalated, use issue & risk processes to introduce new topics • Allow some general conversation, preferably when discussing next weeks planned work, but keep the group focused • If there is conflict, stop and address it, do not ignore it. Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  33. 33. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Focus on Achieving on Business Rules3. Let’s make it happen! - Important BA “Data” - ♦ Directive that is – Specific – Actionable – Testable ♦ Under the control of the business ♦ Supports a business policy ♦ Ideally written Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 33
  34. 34. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques3. Let’s make it happen! “Less is More” in a Project Scorecard Project Performance Rating – Projects are assigned ratings from “Blue” to “Red” based upon their overall performance. “NR” means not rated either due to inadequate or no reportable activity. Level Trend Q4 ‘04 Q1 ‘05 Q2‘05 Q3 ‘05 Overall Project Rating R Y G G Project Operations and Maintenance Occupancy B G Y Y Service G G G G Budget R Y G G Annual Site Visit NR NR NR NR Development Schedule Y R Y Y Finance Project Financial Health Y Y G B Debt Coverage NR Y Y G Trends = Improving = No Trend = Declining Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  35. 35. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques3. Let’s make it happen! Data Process People Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  36. 36. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Collocate Team Members • Effective collaborative3. Let’s make it happen! • Common area for workspaces need: collaboration and community • “Caves” for privacy • Phone calls • Emails • Web surfing • Other individual tasks • Open “drafts” of information Not always possible but it trivial? 36 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  37. 37. #1 Trust3. Let’s make it happen! Cultivate Two T’s #2 Transparency
  38. 38. Deal with Inevitable Conflicts3. Let’s make it happen! High Forcing Collaboration Assertiveness Compromise Avoidance Accommodation Low High Cooperativeness
  39. 39. Checklist of Keys to Minimizing Negative Stakeholder Behaviors3. Let’s make it happen! Introduce Manage clear rules team norms Free flowing Support information values that oppose politics Manage change Leaders as effectively role models
  40. 40. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques3. Let’s make it happen! Deal With Stakeholder Dynamics 3. Norming Characteristics 4. Performing • Willing to solve problems • Focus on Characteristics • Performance • Collaboration • Results • Interdependence • Share information • Communication-Open, Fast • Constructive feedback • Spirit, Trust, Flexibility • Smoother consensus-building • Shared leadership • Wiling to take risks • Clear expectations • Feedback is informal Key Questions in Relationship • Commitment to meet goals • Will we continue progress? • Will we continue goal focus ? Key Questions in Relationship • How doing in relation to goals? • How can we get better? • Continue to ask tough questions? • What’s next? • Will we mask disagreements? • Will we stagnate? • Acknowledgement for my efforts? Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  41. 41. 3. Let’s make it happen! You Must be Able to “Read” Your StakeholdersCOLOR RED BLUE WHITE YELLOW 1. Loyal to tasks 1. Loyal to People 1. Tolerant 1. Positive 2. Committed 2. Committed 2. Patient 2. Forgiving 3. Visionary 3. Quality 3. Cooperative 3. Friendly Oriented 4. Logical 4. Accepting 4. Optimistic 4. Sincere 5. Leader 5. Objective 5. Trusting 5. Honest 6. Focused 6. Balanced 6. Appreciative 6. Purposeful 7. Responsible 7. Listener 7. Open 7. Moral
  42. 42. Apply Situational Leadership3. Let’s make it happen! “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” Charles Darwin, The Origin of Species 4 Development Levels – D1: Low competence, High commitment – D2: Some competence, Low commitment – D3: High competence, Variable commitment – D4: High competence, High commitment Low Moderate High Development Levels of Followers D1 D2 D3 D4 S1: Tell S2:Sell S3: Participate S4: Delegate
  43. 43. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Build on Personal Strengths3. Let’s make it happen! • Each person is unique and has unique strengths and weaknesses – whole • Applying it to Others: persons • Great managers recognize that trying to standardize human behavior is futile, and don’t waste their time trying to change people dramatically • Rather than focus on weaknesses, they build on the personal strengths of their team members and help them become more of “who they already are” • Find out what you don’t like doing and stop doing it • Applying it to Yourself: • "The point is to feel authentic, self-assured or creative” • More info: http://www.marcusbuckingham.com 43 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  44. 44. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and TechniquesExtract from Harry book “Project Management Entrepreneuring” 9.5 Author’s Experience – 10 Vital People Qualities I strive for and value in others the following qualities in order of priority: 1. Trustworthy 2. Genuine 3. A giver, not just a taker 4. Conscientious 5. At least moderately intelligent 6. Innovative and positive problem-solver 7. Hardworking 8. A team player who cares about fellow humans 9. Willing and able to learn 10. Happy with the gift of their existence After that, the rest is easy. Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  45. 45. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Make It Happen – The Process3. Let’s make it happen! Data Process People Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  46. 46. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Waterfall vs. Agile – Delivering3. Let’s make it happen! Incremental Value Waterfall Req’ments Design Code Test Agile Release Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks Release #1 Release #2 Release #3 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  47. 47. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Agile Principles Help You too Achieve “Wins” Momentum Key Agile principles are: Focus on Customer Value – Align3. Let’s make it happen! • project, product and team visions to deliver better product quality – faster and cheaper. • Small Batches - Create a flow of value to customers by “chunking” feature delivery into small increments. • Small, Integrated Teams - Intense collaboration via face-to-face communication, collocation, etc; diversified roles on integrated, self- organizing, self-disciplined teams. • Teams reflect, learn and adapt to Small, Continuous Improvements – change; work informs the plan. 47 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  48. 48. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Agile Structures Enable Wins Momentum3. Let’s make it happen! Product Traditional Silos Owner PM BA Designer Developer Tester Release Manager Integrated Agile Team Capacity Architect Planner The Core Project Team BA Extended ideally consists of 5-9 (7 Designer BA Project Team plus or minus 2) members. Core Project Prod. DBA Developer PM Team Developer Tester Product Tech Owner Security Ops Business Sponsor 48 Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  49. 49. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and TechniquesThe Three Steps Related to BABOK (Highlights Only) Step 1. What’s wrong . What’s right? Step 2. Let’s do something about it! Step 3. Let’s make it happen! Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com
  50. 50. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques 1. Have a positive outlook. 2. Be a realistic but positive problem-solver. 3. The Cup is usually more than half full. "The measure of health is the disposition to find good everywhere.“ …Ralph Waldo Emerson Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com 50
  51. 51. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques Copyright © 2008 by Harry Mingail of www.harrymingail.com Extracted from 2 day webinar workshop from www.performancewwi.com

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