Book 3 - Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure by Todd C. Williams, 2011
Table of Contents
The contents of this book are set out in twenty chapters, divided into seven
parts as follows:
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Part I - Understanding the Process and Realizing a Problem Exists
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1.
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The Basics of the Recovery Process
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2.
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Management's Responsibility in Identifying the Problem
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Part II - Auditing the Project: Understanding the Issues
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3.
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Assessing the Human Role in Project Failure
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4.
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Auditing Scope on a Red Project
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5.
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Determining Timeline Constraints
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6.
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Examining Technology's Effect on the Project
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Part III - Analyzing the Data: Planning for Project Recovery
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7.
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Determining and Initiating Remedial Action
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8.
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Building an Extended Project Team
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9.
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Considering Options for Realigning Technology
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10.
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Assessing How Methodology Affects the Project
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11.
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How Agile Methodology Can Assist in recovery
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12.
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How Critical Chain Methodology Can Assist in Recovery
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13.
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Comparing the Relative Value of Methodologies for Recovery
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Part IV - Negotiating a Solution: Proposing Workable Resolutions
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14.
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Proposing and Getting Agreement on a Recovery Plan
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15.
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Dealing with 'Unprojects'
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Part V - Executing the New Plan: Implementing the Solutions
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16.
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Implementing Corrective Actions and Executing the Plan
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Part VI - Doing It Right the First Time: Avoiding Problems That Lead to
Red Projects
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17.
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Properly Defining a Project's Initiation
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18.
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Assembling the Right Team
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19.
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Properly Dealing with Risk
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20.
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Implementing Effective Change Management
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Each "Part" of the book is introduced with a brief scenario of the ensuing
chapters. Each chapter concludes with a "Chapter Takeaway" summarizing the chapter's
key points. These Takeaways are useful summaries as memory joggers if you are
intent on learning the art of project rescue and recovery from beginning to end.
However, if you are already well into a "Red" project and are looking for recommendations
in a particular situation, then these Takeaways are a useful adjunct to the Table
of Contents.
The total number of pages in this book is 277. There is no Glossary,
but there is a short list of End Notes listing several references, a list
of further Recommended Reading, and an Appendix containing a list
of files on the author's web site.
14. Williams,
Todd C., PMP, Rescue the Problem Project, AMACOM, NY, 2011, p xix
15. Ibid, p7, according to author Todd Williams, a project is
red when unanticipated and uncontrolled actions cause senior management to determine
that it is performing insufficiently, based on agreed parameters. Being red is
a subjective quality of a project, an unanticipated variance from the project's
current definition based on each organization's rules. Note that the supplier's
portion can be red, while the customer's project is under control, or vice versa.
16. Ibid, fly sheet, back cover.
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Introduction
