Details

Project Recovery

Case Studies and Techniques for Overcoming Project Failure
1. Aufl.

von: Harold Kerzner
68,99 €
Verlag:	Wiley
Format:	EPUB
Veröffentl.:	07.02.2014
ISBN/EAN:	9781118809174
Sprache:	englisch
Anzahl Seiten:	336

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Beschreibungen

Titelbeschreibung

Best practices for picking up the pieces when projects fail There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor. Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Since failing project cannot be managed using the same lifecycle phases employed with succeeding projects, most project management professionals are unprepared to tackle the challenge of project recovery. This book presents valuable case studies and a recovery project lifecycle to help project managers identify and respond effectively to a troubled project. <ul> <li>Includes case studies and best practices for saving failing projects or recovering projects that have already failed</li> <li>Written by experience project manager Howard Kerzner, the author of Project Management Best Practices, Third Edition</li> <li>Features proven techniques for performing project health checks and determining the degree of failure and the recovery options available</li> <li>Includes a new recovery lifecycle that includes phases and checklists for turning around failing projects</li> </ul> With comprehensive case studies, checklists, worksheets, and cross listings to the appropriate project management body of knowledge, Project Recovery offers a much needed lifeline for managers facing the specter of failure.

Inhaltsverzeichnis

1 Understanding Success and Failure 1 1.0 Introduction 1 1.1 Success: Historical Perspective 2 1.2 Early Modifications to Triple Constraints 3 1.3 Primary and Secondary CONSTRAINTS 4 1.4 Prioritization of Constraints 6 1.5 From Triple Constraints to Competing Constraints 6 1.6 Future Definitions of Project Success 8 1.7 Different Definitions of Project Success 11 1.8 Understanding Project Failure 12 1.9 Degrees of Project Failure 13 1.10 Other Categories of Project Failure 16 1.11 Summary of Lessons Learned 17 2 Causes of Project Failure 19 2.0 Introduction 19 2.1 Facts about Project Failure 19 2.2 Causes of Project Failure 20 2.3 Schedule Failure 22 2.4 Failures due to Unknown Technology 23 2.5 Project Size and Success/Failure Risk 24 2.6 Failure due to Improper Critical Failure Factors 25 2.7 Failure to Establish Tracking Metrics 26 2.8 Failing to Recognize Early Warning Signs 26 2.9 Improper Selection of Critical Team Members 27 2.10 Uncertain Rewards 29 2.11 Estimating Failures 31 2.12 Staffing Failures 32 2.13 Planning Failures 34 2.14 Risk Management Failures 36 2.15 Management Mistakes 37 2.16 Lacking Sufficient Tools 38 2.17 Failure of Success 39 2.18 Motivation to Fail 41 2.19 Tradeoff Failures 42 2.20 Summary of Lessons Learned 43 3 Business Case Failure 45 3.0 Introduction 45 3.1 Changing Stakeholders 45 3.2 Revalidation of Assumptions 46 3.3 Managing Innovation 47 3.4 Examples of Changing Business Cases 48 3.5 PROLOGUE TO THE Iridium Case Study 52 3.6 Rise, Fall and Resurrection of Iridium 52 Naming the Project “Iridium” 55 Obtaining Executive Support 55 Launching the Venture 56 Iridium System 58 Terrestial and Space-Based Network 58 Project Initiation: Developing Business Case 59 “Hidden” Business Case 61 Risk Management 61 Collective Belief 63 Iridium’s Infancy Years 64 Debt Financing 67 M-Star Project 68 A New CEO 69 Project Management at Motorola (Iridium) 69 Satellite Launches 70 Initial Public Offering (IPO) 71 Signing Up Customers 71 Iridium’s Rapid Ascent 72 Iridium’s Rapid Descent 74 Iridium “Flu” 78 Definition of Failure (October 1999) 79 3.7 Summary of Lessons Learned 84 4 Sponsorship/Governance Failures 87 4.0 Introduction 87 4.1 Defining Project Governance 88 4.2 Project versus Corporate Governance 88 4.3 Roles, Responsibilities and Decision-Making Authority 90 4.4 Governance Frameworks 91 4.5 Governance Failures 93 4.6 Why Projects Are Hard to Kill 94 4.7 Collective Belief 96 4.8 Exit Champion 97 4.9 When to Give Up 98 4.10 Prologue to the Denver International Airport Case Study 101 4.11 Denver International Airport 101 Background 101 Airports and Airline Deregulation 102 Does Denver Need a New Airport? 103 Enplaned Passenger Market 108 Land Selection 109 Front Range Airport 109 Airport Design 110 Project Management 112 Baggage-Handling System 114 Early Risk Analysis 115 March 1991 115 April 1991 116 May 1991 116 August 1991 117 November 1991 117 December 1991 118 January 1992 118 June 1992 118 September 1992 119 October 1992 119 March 1993 119 August 1993 120 September 1993 120 October 1993 121 January 1994 121 February 1994 121 March 1994 121 April 1994 122 May 1994 122 June 1994 123 July 1994 124 August 1994 124 September 1994 127 October 1994 128 November 1994 128 December 1994 130 Airline Costs per Enplaned Passenger 131 February 28, 1995 132 Appendix A 133 Introduction 133 Agreement between United and the City 134 Appendix B Jokes about the Abbreviation DIA 138 4.12 Denver International Airport Baggage- Handling System: Illustration of Ineffective Decision Making 142 Synopsis 142 Background 142 System at a Glance 142 Chronology of Events 143 Basic Mode of Failure 145 Key Decisions That Led to Disaster 145 Other Failure Points 151 Conclusion 152 4.13 Summary of Lessons Learned 153 5 Project Politics and Failure 155 5.0 Introduction 155 5.1 Political Risks 156 5.2 R easons for Playing Politics 156 5.3 Situations Where Political Games Will Occur 157 5.4 Governance Committee 158 5.5 Friends and Foes 159 5.6 A ttack or Retreat 159 5.7 N eed for Effective Communications 161 5.8 Power and Influence 162 5.9 Managing Project Politics 163 5.10 Prologue to the Space Shuttle Challenger Disaster Case Study 163 5.11 Space Shuttle Challenger Disaster 164 Background to Space Transportation System 166 NASA Succumbs to Politics and Pressure 167 Solid Rocket Boosters 169 Blowholes 171 O-Ring Erosion 173 Joint Rotation 173 O-Ring Resilience 174 External Tank 175 Spare Parts Problem 175 Risk Identification Procedures 175 Teleconferencing 176 Paperwork Constraints 176 Politics and O-Rings 178 Issuing Waivers 178 Launch Liftoff Sequence Profile: Possible Aborts 180 O-Ring Problem 184 Pressure, Paperwork and Waivers 189 Mission 51-L 191 Second Teleconference 194 Ice Problem 199 The Accident 202 NASA and Media 205 Findings of Commission 205 Chain-of-Command Communication Failure 209 Epilogue 210 Potential Cover-Up 211 Senate Hearing 213 5.12 Summary of Lessons Learned 214 6 Software Failures 217 6.0 Introduction 217 6.1 IT’s Biggest Failures 217 IBM’s Stretch Project 217 Knight-Ridder’s Viewtron Service 218 DMV Projects—California and Washington 218 Apple’s Copland Operating System 219 Sainsbury’s Warehouse Automation 220 Canada’s Gun Registration System 220 Three Current Projects in Danger 221 6.2 Software Bugs 222 6.3 Causes of Failure in Software Projects 224 6.4 Large-Scale IT Failure 225 Reader ROI 225 Out with the Old 227 Seeds of Failure 228 Early Warnings 230 Call for Help 232 6.5 W orst Possible Failure: FoxMeyer Drugs 234 Case Study: FoxMeyer Drugs’ Bankruptcy: Was It a Failure of ERP? 235 6.6 L ondon Heathrow Terminal 239 History 240 Construction 240 Main Terminal Building 241 Satellite Terminal Buildings 241 New Heathrow Control Tower 242 Opening Day 242 6.7 Summary of Lessons Learned 243 7 Safety Considerations 245 7.0 Importance of Safety 245 7.1 Boeing 787 Dreamliner Battery Problems 245 7.2 Airbus A380 Problems 250 Configurations 251 Brief History 251 7.3 Summary of Lessons Learned 255 8 Scope Creep 257 8.0 Understanding Scope Creep 257 8.1 Creeping Failure 258 8.2 Defining Scope 259 8.3 Scope Creep Dependencies 261 8.4 C auses of Scope Creep 261 8.5 N eed for Business Knowledge 263 8.6 W ays to Minimize Scope Creep 263 8.7 Sydney Opera House 265 Performance Venues and Facilities 266 Construction History 267 8.8 Summary of Lessons Learned 273 9 Project Health Checks 275 9.0 Need for Project Health Checks 275 9.1 Understanding Project Health Checks 276 9.2 Who Performs Health Checks? 278 9.3 Health Check Life-Cycle Phases 278 9.4 Project Management Failure Warning Signs 279 “Instant Amnesia” and “Da Nial Ain’t In Egypt” 280 Project Cost 280 The Lone Ranger Rides Again! 281 No Sale! 281 Arrogance Rules! 282 2 + 2 = 17! 282 Mao Didn’t Have the Only “Long March” 283 What Risk? There’s No Risk Here! 283 Where’s Your Project Plan? 284 I’ll Take a Booth without a Cell Phone! 284 Don’t Bother Me with Details! 284 What Layoffs? 285 The Out-of-Towner Speaks: Distance Means Credibility 285 Disclaimer 286 9.5 Summary of Lessons Learned 286 10 Techniques for Recovering Failing Projects 289 10.0 Understanding Troubled Projects 289 10.1 Root Causes of Failure 290 10.2 Definition Phase 292 10.3 Early Warning Signs of Trouble 292 10.4 Selecting Recovery Project Manager (RPM) 294 10.5 Recovery Life-Cycle Phases 295 10.6 Understanding Phase 295 10.7 Audit Phase 296 10.8 Tradeoff Phase 298 10.9 Negotiation Phase 300 10.10 Restart Phase 300 10.11 E xecution Phase 301 10.12 Project Recovery versus Project Rescue 302 10.13 R ecovery Decision 302 10.14 Summary of Lessons Learned 304 Index 309

Autorenportrait

HAROLD KERZNER, Ph.D., is a global leader in project management and Senior Executive Director at International Institute for Learning, Inc. Dr. Kerzner has instructed over 200,000 professionals in his successful "Kerzner Approach" to project management excellence. The Kerzner Scholarship Endowment Fund and the Kerzner Project Management Award are managed by the PMI Educational Foundation.

Back cover copy

Turn failed projects around Learn from high-profile case studies and get on the road to Project Recovery In the real world, not all projects succeed. When a project has gone wrong, traditional project management techniques go out the window. But what constitutes “failure” in the first place? And what can be done about it? With nearly 50 years in project management, Dr. Harold Kerzner has the answers to these questions. Drawing from the combined experience of the global business community, he has written this book in order to demystify the recovery process. Project Recovery uses high-profile case studies from the real world of business to illustrate the best and worst of crisis management. From the Space Shuttle Challenger tragedy to problems with Boeing’s 787 Dreamliner, Project Recovery takes a microscope to well-known cases, detailing important takeaways for businesses large and small. In this book, you’ll learn how to identify troubled and failing projects by performing Project Health Checks and identifying the early warning signs of failure. Next comes identifying the root causes of the problem and selecting a Project Recovery Manager who can implement the phases of the Recovery Life Cycle. These state-of-the-art techniques are crucial for any business leader or consultant who is serious about knowing what to do when things go wrong. Each chapter of Project Recovery includes a convenient summary of lessons learned, cross-referenced according to knowledge areas from the PMBOK® Guide —Fifth Edition. Worksheets and checklists make this easy-to-follow roadmap to recover from any kind of project struggle. It isn’t always possible to avoid disaster. In fact, failures are extremely common in the business world, which is why a resource like Project Recovery is so important — learn to turn project failures into opportunities for success.