Blueprint for Project Recovery: A Project Management Guide : the Complete Process for Getting Derailed Projects Back on Track

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AMACOM Div American Mgmt Assn, Jan 1, 2003 - Electronic books - 284 pages
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Annotation With the acceleration of technology and information, projects are becoming more complex, costly, and time-constrained -- and every year thousands of them get cancelled or end up costing significantly more than their original projections. Project and program managers are sorely in need of tools to help them avoid failure. Blueprint for Project Recovery provides readers with a proven, proceduralized methodology for identifying where and how projects went off course, and a defined plan of action to bring them back on track. Based on years of research and including a CD-ROM packed with all the forms, checklists and resources used in the text, the book gives readers an entire process for both evaluating and repairing projects gone off course, and guidance for planning them more effectively in the first place. The book is designed as an easy reference troubleshooting guide that readers can use immediately to solve all their project difficulties. Every project or program has exigencies that can cause problems with cost, schedule, or outcome. Blueprint for Project Recovery is the ultimate antidote.
 

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Contents

GETTING STARTED
1
11 General
3
12 Requirements
7
CHECKING PROGRAMMATIC PERFORMANCE
9
23 Programmatic Explanations
10
CHECKING TECHNICAL PERFORMANCE
38
33 Technical Explanations
41
RECOVERING FROM PROGRAMMATIC PROBLEMS
56
923 DUMPING THE FIX
190
CONCLUDING
191
102 The Concluding Process
192
1022 DOCUMENTATION
193
103 Data Trail
195
104 Modifying Methods
196
USING THE COMPACT DISK CD
197
112 Loading
198

43 Programmatic Recovery Cause Descriptions
58
RECOVERING FROM TECHNICAL PROBLEMS
109
53 Technical Recovery Cause Descriptions
112
EXPANDING THE CAUSE BASE FOR YOUR PROJECT
156
61 General
157
62 Brainstorming
158
63 Researching Appropriate Benchmarks
160
64 Researching the Processes
161
642 CUSTOMER PROCESSES
162
GROUPING THE CAUSES FOR ACTION
165
15 RULE
166
722 CAUSE AND EFFECT DIAGRAM
167
723 AFFINITY DIAGRAMS
171
724 RELATIONSHIP DIAGRAMS
173
73 Interrelationships of Causes
176
SELECTING THE BEST OF THE BEST
177
82 Evaluation Techniques
178
822 FORCE FIELD ANALYSIS
180
823 FAILURE MODE EFFECT ANALYSIS FMEA
182
824 MONTE CARLO SIMULATION
184
83 Eliminating Holes and Overlaps
186
84 Choosing the Causes
187
IMPLEMENTING THE TAILORED CHANGES
188
921 SLIPPING IN THE FIX
189
SUMMARY
199
GLOSSARY
203
ATTACHMENTS
217
STANDARD PROGRAM PLAN OUTLINE
219
STANDARD TECHNICAL PLAN OUTLINE
223
RISK MITIGATION PLAN
227
CONTRACTSUBCONTRACT OUTLINE
231
CONFIGURATION MANAGEMENT PLAN OUTLINE
234
QUALITY ASSURANCE PLAN OUTLINE
237
REQUIREMENTS TRACEABILITY MATRIX
241
REQUIREMENTS FLOW III DOWN MATRIX
245
I DATA DELIVERY MATRIX
247
CAPABILITY MATRIX
249
POLICYTOPLAN TRAIL
251
EXPERIENCE WINDOW
253
STANDARDS TRACEABILITY MATRIX
255
VENDOR EVALUATION PROCESS
258
DESIGN REVIEW APPROVAL FORM
263
INPROCESS REVIEW APPROVAL FORM
265
NEGOTIATION CHECKLIST
267
CRITICAL SUCCESS FACTOR CSF MATRIX
269
BIBLIOGRAPHY
271
INDEX
275
Copyright

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About the author (2003)

Ron Cagle is the creator of the Strategy for Success(c) series featuring The BEST Process. He is the principal of Modern-Management, a consulting firm providing program and enterprise management solutions and workshops to high-tech companies. He has more than 30 years of experience in project management, with firms including Ford-Aerospace, Pratt & Whitney, Planning Research Corporation, and Harris Corporation. He has received many industry accolades, including the prestigious Program Manager of the Year award. He lives in Viera, Florida.

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