Project Flop


Book Description

The only class I ever failed in college was Intro to Art Education. If you put this book down and stop reading right now I will totally understand. If you keep reading, you will learn that over the years, I've frequently clashed and often collided and have had plenty of failures in the world of art education. My college, The School of Visual Arts (SVA) is located on 23rd Street on the island of Manhattan. As the course title suggests, Intro to Art Education was designed to provide those considering a possible career as an art educator a look at the process. I can't truly remember why I enrolled in the class. I can only assume I had fond memories of being in my high school art class and saw this as an avenue back. I soon would learn there would be no nostalgia. I don't recall ever meeting in a classroom on SVA's facilities. I do remember meeting at a local elementary school. There, the course instructor taught a lesson to the elementary school children while her college students (including me) watched her teach. After the lesson, when the elementary students had left the room, we would discuss, evaluate, and critique the events of the day. Eventually, I believe the students would be preparing our own lessons and taking turns teaching the class. I use the word “believe” because I never found out. I stopped going to class. I stopped going because I didn't understand the “edu-speak” the teacher used. Words like curriculum and standards. I stopped going because none of this was creative or experimental or fun. I stopped going because I came to the realization that art education was about objectives and summaries and not about art at all. At least, that's what I thought.I went to student services to withdraw from the class. I was informed that it was too late. The deadline to drop a class without it being on my permanent record had passed. If I didn't return to class, I would fail. Fail? What did I care? I didn't need to worry about failing this class because I would never, ever become an art teacher.




Project Recovery


Book Description

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. Includes case studies and best practices for saving failing projects or recovering projects that have already failed Written by experience project manager Howard Kerzner, the author of Project Management Best Practices, Third Edition Features proven techniques for performing project health checks and determining the degree of failure and the recovery options available Includes a new recovery lifecycle that includes phases and checklists for turning around failing projects 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.




Rescue the Problem Project


Book Description

Rescue the Problem Project provides project managers, executives, and customers with ways to accurately assess issues and fix problems. Many books explain how to run a project, but only this one shows how to bring it back from the brink of disaster.




Fail-Safe Management


Book Description

There are five critical rules to keep in mind in development projects, to avoid implementation failure: If you do not know where you are going, ask the right questions; Keep your champions close, but your naysayers closer; Know that informal networks matter; Find and remove bottlenecks; Build the ship as it sails.




Stop IT Project Failure Through Risk Management


Book Description

This book is about information systems development failures and how to avoid them. It considers what goes wrong with information systems development projects and what actions may be taken to avoid potential difficulties.The reduction of the impact,or even the elimination of the problems,is discussed in terms of an information systems risk management programme. Stop I.T.Project failure helps to ensure that IS project managers are successful in helping to deliver application systems. However, IS development risk can never be entirely eliminated and consequently the practitioner needs to bear in mind that an IS development project is never without risk, and hence there is a continuing potential for something to go wrong. The book covers the key issues and variables and makes specific practical suggestions about the good management practice that is required to implement IS project risk processes. Dr. Dan Remenyi has spent more than 25 years working in the field of corporate computers and information systems. He has worked with computers as an IS professional, business consultant and user. In all these capacities he has been primarily concerned with benefit realisation and obtaining the maximum value for money from the organisations' information systems investment and effort. He has worked extensively in the field of information systems project management, specialising in the area of project risk identification and management. He has written a number of books and papers in the field of IT management and regularly conducts courses and seminars as well as working as a consultant in this area. Dr.Dan Remenyi holds a B.Soc.Sc., an MBA and a PhD. He is a Visiting Professor at Chalmers University of Technology in Gothenberg, Sweden and an associate member of faculty at Henley Management College in the United Kingdom.




Why Projects Fail


Book Description

We are all involved at some time in our lives in projects, if not professionally then in our private and community lives. Some projects fail completely and many more disappoint. We frequently hear reports of IT, construction, engineering, and personal projects failing by going over budget, or running late, or failing to meet the client’s expectations; or all three. This book deals with the nine features that almost all failing projects share. In this easy to read book, the author uses his nine laws of project design and control to lead the reader through the traps that that can catch out not only project managers but also the project client and other members of a project community. This book is not a treatise of project management theory but practical guide, based on wide experience and the study of the causes of project failure, aimed at the professional and amateur alike.




Project Failure


Book Description

This book supposes you want to plan and complete a ‘project’. Why might you fail? What can you do to reduce the chances of failure? This book looks at where projects fail, the causes, and what measures can limit failure. Failures and the reasons for them are examined. Areas discussed include unclear objectives; evaluating alternatives; the planning fallacy; misperception of the nature of risk; devising risk appetite; overly narrow risk assessment and identification; undervaluing natural capital; lack of stakeholder engagement; unclear responsibility assignment; and conflicting interests. Machiavellianism can make things happen when they shouldn’t, or obstruct them when they should happen. The book concludes with a concise one-page risk management guide. As well as pulling together and summarising relevant literature sources, the author draws on more than fifty years’ experience in small and large-scale project management including water supply, biodiversity and environmental management, and work with the extractive industries.




Why Projects Fail


Book Description

"Why Projects Fail" offers an informative, entertaining read that is guaranteed to increase your understanding what went wrong with the projects that failed. Was the project well conceived? Was the budgeting adequate? Did it fail because of circumstances that were impossible to anticipate, or were there simply gaps in the planning process? Learn in this informative, interesting read that will help you make sure your next project succeed. "Why Projects Fail" presents a balanced analysis of its subject, alternating stories of major corporate and government projects that failed, along with a breakdown of what went wrong. The illuminating stories come from a variety of industries, with a shocking list of familiar companies and organizations. What makes this book unique is the author's delightfully straightforward account of the specific ways that caused problems. The book is full of charts, graphs and pictures. Project management best practices to increase your success rateSuggestions and recommendations for avoiding common pitfallsCase studies and analysis of failed projects across all industriesLots of numbers, stats and data presented in an easy to digest wayQuotes from outstanding project management and business gurus Do you ever wonder why the projects keep failing without obvious reason? Would you like to learn why projects fail and how to avoid failure? "Why Projects Fail" book explains why some projects fail while the other succeed. The book explores statistics, analyses, case studies and lessons learned from known project failures, along with facts and arguments. It goes over the main causes of failed projects, which can include going over budget, poor planning, lack of communication and other reasons. Do you want to improve chances of your project to succeed? Would like to avoid most common project management pitfalls and causes of project failure? Would you like to avoid devastating results of failed projects: negative career impact, loss of money, time and resources for the company? "Why Projects Fail" is going to give you something that will completely change the way you're running your projects. "Why Projects Fail" will tremendously improve your project management processes and procedures so your project won't fail but succeed. It's crucial to be aware of potential pitfalls before the project starts and recognize when things might be going wrong during project execution so you can get it back on track. "Why Projects Fail": What is covered? Failure rate and main elements of project's failureList of failed project incl. year, company name, cost, outcomeReasons for project's failureFive case studies including NASA, FBI and Government of CanadaProper project management: communication, stakeholder, risk, resourcesHow to prevent project's failure




Situational Project Management


Book Description

Most project managers would agree that every project is unique. But not all project managers would agree that the best way to manage a unique project is unique. Many still cling to the old practice of having a methodology that is applied to all projects. "One size fits all" is still in common use, and this approach has proven to lead to project failure. Flexibility, situational intelligence, and creativity are essential to deliver project success. The need to recognize and master ever-changing requirements and environmental conditions is a tough challenge for professional project managers. The same practices that led to success yesterday may cause failure today. Selecting favorable responses to a given situation is often the most critical factor of the dynamics of success and failure. This book is designed to help project professionals assess a situation, predict the appropriate approach, methodology and achieving styles, and then apply them in a situational fashion. To guide project managers in selecting the appropriate responses, Situational Project Management (SitPM) shows how to assess a given project, determine its unique characteristics, and select the appropriate methods to complete the project. With this book, projects managers can use SitPM to develop profiles of their projects on the basis of the projects’ physical characteristics, the project teams’ behavioral characteristics, the enterprise environment, and the market environments receiving project deliverables. These profiles help project managers to determine the appropriate project life cycle approach and leadership style. The book also explores various ways to engage stakeholders on the basis of a project’s SitPM profile. The book’s author, Oliver F. Lehmann, has developed a set of templates to apply SitPM in practice. It can be downloaded from www.oliverlehmann.com/SitPM/Templates.zip.




Rescue the Problem Project


Book Description

This one-of-a-kind guide provides project managers, executives, and customers alike with an in-depth start-to-finish process that ensure win-win solutions when things go awry. Turnaround specialist Todd Williams has worked with dozens of companies in multiple industries to help them bring projects back from the brink of disaster. Now, in a market full of how-tos on the task of running a project, he shares his wisdom to help you do the same. In Rescue the Problem Project, you will learn: techniques for identifying the root causes of problems; steps for putting projects back on track--including auditing the project, analyzing the data, negotiating the solution, and executing a new plan; and guidelines for avoiding problems in the future. When projects are failing, rather than pointing fingers at the project team or responding emotionally, what is needed is an objective process for accurately assessing the problem and mapping a clear plan of action to fix it. With real-world examples of what works, what doesn’t, and why, Rescue the Problem Project offers the tools you need to ensure your project is one of the select few to experience major success.