Chapter 2 Realizing a Project Is Problematic: Management's Responsibilities
Declaring a Project Red Traits of a Good Recovery Manager The Relationship of the Candidate Recovery Manager to the Project The Benefits of Involving a Third Party Creating the Assignment's Statement of Work Defining the Responsibilities by Phase in the SOW Establishing the Recovery Manager's Authority Accepting the Role as a Recovery Manager Creating an Outline of the Recovery Chapter Takeaway
PART II Auditing the Project: Understanding the Issues
Chapter 3 Assessing the Human Role in Project Failure
Who Should Be Interviewed? Interviewing the People Involved in the Project Interviewing Techniques Dealing with People Who Refuse to Talk Interviewing Management Interviewing Subcontractors Interviewing the Customer Interviewing End Users Remote Teams, Time Zones, and Workweeks Assessing the Effect of Cultural Differences Assessing the Applicability of Core Processes The Outcome of the Interview Process Chapter Takeaway
Chapter 4 Auditing Scope on a Red Project
Determining the Efficacy of Change Management Auditing the Completeness of the Project Documentation Scope Creep Induced by the Project Team Saying No to Limit Scope Creep Dealing with Demanding Customers Chapter Takeaway
Chapter 5 Determining Timeline Constraints
Confirming the Project's Triple Constraints Validating the Schedule's Derivation Issues to Investigate on Estimation Methods Understanding How Team Progress Is Reported Chapter Takeaway
Chapter 6 Examining Technology's Effect on the Project
The Importance of Technical Expertise in the Audit Understanding the Technology Goals of the Project Understanding Architects' Biases Assessing Technology's Effects on the Team's Behavior Assessing the Team's Capability With a Technology Evaluating Make-Buy Options Chapter Takeaway
PART III Analyzing the Data: Planning for Project Recovery
Chapter 7 Determining and Initiating Remedial Action
The Audit Report Determining Whether to Continue or Cancel the Project Transitioning from the Auditor's Role to Taking Charge Planning the Right Level of Process for the Project Requiring Meeting Minutes Implementing a Change Management Process Developing a Thorough Understanding of Project Risk Tracking Contingency Creating a Short Horizon Schedule Chapter Takeaway
Chapter 8 Building an Extended Project Team
Being Realistic About the Team's Ability Actions on the Team Canceling Overtime Handling Team Members Who Are Prima Donnas Dealing with Management Problems Developing Plans with Subcontractors Boosting Morale with an Early Win for the Team Improving Communication with all Stakeholders Preparing to Negotiate with Management Steering Committee and Status Meetings Debunking Myths and Promoting the Project Communicating with the Project Team Communication Guidelines Chapter Takeaway
Chapter 9 Considering Options for Realigning Technology
General Issues to Consider When Assessing Technology Dealing with Technology Induced Scope Creep Developing Custom Technology Components Handling Issues with Common-off-the-Shelf Products Resolving Conflicts between Business Goals and Technology Implementation Environments for Building and Testing the Project's Product Chapter Takeaway
Chapter 10 Assessing How Methodology Affects the Project
Methods of Developing Schedules and Estimates Gathering Project Progress Estimates A Hypothetical Example for Comparing Methodologies Phasing the Hypothetical Project's Deliverables Using Agile in the Hypothetical Project Using Critical Chain in the Hypothetical Project Chapter Takeaway
Chapter 11 How Agile Methodology Can Assist in a Recovery
Agile Methodology's Basics An Agile Project's Lifecycle The Effect of Project Size on Agile Projects A Critic's View of Agile How a Partial Implementation of Agile Can Be Achieved Chapter Takeaway
Chapter 12 How Critical Chain Methodology Can Assist in a Recovery
Understanding the Theory of Constraints Understanding the Principles of Critical Chain Differences in Doing Scheduling Estimates in Critical Chain Optimizing Resource Utilization Using Critical Chain for all Projects Sharing the Same Resources Chapter Takeaway
Chapter 13 Comparing the Relative Value of Methodologies for Project Recovery
Change Management Customer Relationship Estimations Process Project Constraints Project Manager Subcontractor Relations Team Focus Team Members Variation Chapter Takeaway
PART IV Negotiating a Solution: Proposing Workable Resolutions
Chapter 14 Proposing and Getting Agreement on a Recovery Plan
The Process of Negotiation Project Items That Are Not Part of the Negotiation The Goal of Any Negotiation Failing to Deliver Functionality: The Consequence of Failure Offsetting Removed Functionality: The Wish List The Goal of the Negotiation Compiling a Complete Negotiation Package Preparing the Information for Presentation Preparing the Attendees for the Meeting Selecting the Venue and Preparing the Agenda Variations on the Meeting Goals Chapter Takeaway
Chapter 15 Dealing with "Unprojects"
What to Do When Maintenance is Part of a Project How Data Utilized by a Project Is Handled Problems When Mixing Strategic Initiatives and Tactical Projects Chapter Takeaway
PART V Executing the New Plan: Implementing the Solutions
Chapter 16 Implementing Corrective Actions and Executing the Plan
Implementing Corrective Actions Special Problems That Exist on Recovered Projects Old Problems Reoccurring Root Causes That Were Missed Dealing with People's Perception of a Failed Project Management's Overreaction to Small Problems New Scope Creep Chapter Takeaway
PART VI Doing It Right the First Time: Avoiding Problems That Lead to Red Projects
Chapter 17 Properly Defining a Project's Initiation
Customer Inception: When the Project and the Problems Really Start Using a Guidance Team to Smooth Project Start Improvements to Project Proposals and Charters Chapter Takeaway
Chapter 18 Assembling the Right Team
Constructing the Team The Project's Management Team The Dangers of Reusing Teams on New Projects Ensuring the Team Is Competent Team Considerations When Using New Technology Chapter Takeaway
Chapter 19 Properly Dealing with Risk
How Understanding Risk Can Help Projects A Real Project Scenario Using a Real Project Scenario to Understand Risk Quantifying Risk in the Sample Scenario Representing Unquantifiable Risk Correctly Classifying Risk for Proper Analysis Determining the Budgeted Cost for Risk Determining the Event's Probability The Impact if a Risk Fires Tools for Calculating Risk's Impact Chapter Takeaway
Chapter 20 Implementing Effective Change Management
Properly Handling Change During a Project Minimizing the Impact of Change in a Project Defining and Processing a Change Request The Five Sections of a Change Request Form Tracking Change Requests in a Log Chapter Takeaway
Appendices
Files on the Back from Red Web Site Recommended Reading Endnotes Index
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