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This document summarizes a presentation on recovering troubled projects. It discusses key reasons projects go troubled, including vague requirements, lack of communication, and unmet expectations. It then presents the IRA approach: Interview stakeholders to understand expectations and issues; Review project documentation and processes to identify gaps; Act by updating the plan, roles and processes, re-kickoff the project, implement, and document lessons. The goal is to recognize warning signs, develop a roadmap to success, and utilize fundamental project management tools and processes.
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- 1. Recovery and Success of Troubled Projects Presented by: Vickie Robinson, IBM, PMP, Certified Executive Project Manager Rebecca Wainwright, IBM, PMP, Certified Senior Project Manager Jennifer Hough, IBM, PMP, Associate Project Manager NASA Project Management Challenge 2008 February 26 – 27, 2008 © 2002 IBM Corporation
- 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 Session 2 © 2002 IBM Corporation
- 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 documentation 3 © 2002 IBM Corporation
- 4. IRA ->> Your Plan for Success I Interview R Review A Act 4 © 2002 IBM Corporation
- 5. Key Reasons for Troubled Projects Areas 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 documentation 5 © 2002 IBM Corporation
- 6. Interview Process – Who? All stakeholders and/or stakeholder groups. •Project Sponsor •Internal customers •External customers •Project team members 6 © 2002 IBM Corporation
- 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. Key Reasons for Troubled Projects Areas 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 documentation 8 © 2002 IBM Corporation
- 9. Review - What? •Contract/ Statement of Work •Project Schedule •Design Documents •Project Management Process Documents •Business Process Documents 9 © 2002 IBM Corporation
- 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. Key Reasons for Troubled Projects Areas 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 documentation 11 © 2002 IBM Corporation
- 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 Learned 12 © 2002 IBM Corporation
- 13. Questions and Answers Vickie Robinson vrobinso@us.ibm.com (512) 838-2338 13 © 2002 IBM Corporation