General Management Issues

What You Learn From Rescue the Problem Project

Rescue the Problem Project

by Todd C. Williams

ISBN: 9780814416822

Todd's first book delivers twenty-five years of project rescue experience. Unlike other books on the subject, Rescue the Problem Project focuses on the process to rescue the project. This is the critical few weeks that transform a failing project to a successful project. Other processes blindly layer processes on top of a project without finding the cause of the failure. Rescue the Problem Project focuses on root cause analysis to determine the source of problems and solve them once and for all.

The book starts by discussing the biggest hurdle in rescuing a project—realization that there is a problem—and proceeds through detailed discussion of the four-step process to recover them—audit, analysis, negotiate, and execute. In addition, it includes a complete discussion of four key processes to prevent failure.

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Published in Our Books

Executives define vision, strategy, and goals to advance the business. Projects enable companies to meet those goals. Between strategy and projects, there is a lot of work to be done—work that lays the foundation for project and operational success. Through experience and research, six common gaps exist in organizations that inhibit project success—an absence of common understanding, disengaged executive sponsors, misalignment with goals, poor change management, ineffective governance, and lackluster leadership.

Published in Keynote
Sunday, 12 June 2011 00:00

Decision Makers, Shakers, and Fakers

Got 'Tude?

Decisions, deshmisions, what is the big deal? Anyone can make a decision! Hardly. After years of working with ineffective initiatives and consternated companies, I have a healthy respect for the D-word. It is all about the seven 'tudes—ineptitude, attitude, fortitude, altitude, aptitude, incertitude, and vicissitude. Some organizations obtrude the 'tude in which they are imbued, while others are denude of a common 'tude.

Published in Project Rescue

A few weeks ago, I posted an article on five of the ten stupidest decisions management had done on troubled projects, as promised, here are the other five. Although these may all bring a little light hearted laughter, the goal is to educate in order to avoid repeat performances. We all have seen, and made, dumb decisions; finger pointing and blame will not improve the result. So, read on, enjoy and then share your experiences so we all learn more.

Published in Project Rescue
Sunday, 29 May 2011 00:00

Passionately Dispassionate

People routinely ask me the question, "What do you do when you find yourself on a project that is a hopeless failure?" It was raised again a few weeks ago in a Focus.com roundtable and then last week in an interview with Andy Kaufman. It only matters if the executives above the project are ignorant to how dire the situation is. It is tricky, trying to convince someone that they have a problem when they refuse to acknowledge the obvious—a tough and politically dangerous sell. The general consensus is "dust of the résumé." However, there is a logical approach to the problem—be logical.

Published in Project Rescue
Sunday, 27 March 2011 00:00

Leading Without Authority

Leadership is more than leading the people reporting to you. Too often, you need to lead people over which you lack any authority. The absence of hierarchical advantage adds a challenge, but is ideal training on how to deal with managers, customers, and difficult people. The key is making them feel the direction chosen is theirs. One of the best methods of doing this is storytelling.

Published in Project Rescue
Sunday, 16 January 2011 00:00

The Consultant's Lore

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"Why is it that when you get hired you are no longer the expert?" A chuckle rippled through the audience; however, the woman asking the question was serious. I turned the question back to the audience of director level managers, "Why is this the case?" There was silence. Finally, I proffered that it was management's lack of understanding the skills of the people working for them. "Who in your organization can you implicitly trust?" More silence. It is sad that organizations know so little about the people that they hired—the people on which they stake their company's future.

Published in Project Rescue

In many years of recovering failing projects, I have found a few management actions whose rationale seem completely absurd. Regardless of my efforts, I am unable to understand or dissuade them from their decisions. These decisions either precipitate the failure or greatly exacerbate the project's dilemma. Regardless, due to management's level of shear desperation, they can only be classified as stupid decisions. If there were the Darwin awards for management, these would qualify.

Published in Project Rescue
Thursday, 24 September 2015 14:26

Challenges In Executive Project Sponsorship

Buy it now!

eCameron took a serious look at project sponsorship by conducting a series on non-scientific interviews. Initially the focus was the healthcare industry. As patterns started to emerge, however, others outside of that industry expressed serious interest. To address that interest and better understand the larger issue we expanded the interviews to outside healthcare. Candid and confidential interviews were conducted with project related personnel including executives, sponsors, project managers, and Project Management Office (PMO) managers. In summary:

  • Sponsorship is an issue in all business domains.
  • Good sponsorship is an essential component in creating successful projects.
  • Many issues are pervasive across industries.
  • Sponsors need to work with project managers to design a successful project outcome.
  • Sponsor roles are neither properly defined nor supported.

This white paper presents the results of the research and highlights areas where organizations need to improve to change their project success rates.

Published in White Papers
Sunday, 17 April 2011 00:00

Management Versus Innovation

Innovation Thought Bubble

Months ago, maybe over a year, now, I was blasted for talking about innovation in the context of information technology (IT) projects. The gist of the complaint was that all IT folks think they are building some new groundbreaking, revolutionary application that requires the latest in technology's tools. I agreed with his argument, qualifying that although this seems to be a pervasive theme, IT is a discipline that needs to keep one-foot in the pioneering frontier. Regardless, I had to concede that many innovative initiatives are more about a technician playing with some new toy. Jobs like implementing ERP interfaces to manufacturing execution systems (MES) only sound new. Unfortunately, I must say, "been there done that." Most IT is neither new of innovative. To avoid squandering funds, executives must understand and direct what needs to be innovative and permeate the company's culture with that knowledge. Otherwise, the wasted time and expense will suck a company dry.

Published in Strategy
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Filling Execution Gaps

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