Document 6512544

I
How to Save a Failing Proiect: chaos to Control
by Ralph R. Young, Steven M. Brady, and Dennis C. Nag/e
The values of a plan are presented clear-
ot everyone is a certified project
manager who has led many
ly and precisely: to provide direction, instill
confidence, enable corrective action, and
varied projects and has deep experiences from which to draw. Many
project managers are general
control deviations. The authors explain that a
plan enables fact-based rather than emotional management. The process for devel-
managers,
supervisors, or subject matter experts who
have been handed a project to be performed
alongwith their'day job." If you are parr of this
oping a project plan (and eventually a project
schedule), including the various breakdown
group, this book is for you. It could save you a
lot of pain and fast-track the development of
structures and organizational and process
models, are contrasted with the value of each
discussed. A unique idea of"inch-stones" is
Control
your professional skills as a project manager.
presented to enable smaller', more manageable parts to be detailed and planned.
Failing to address the basics ofplanning,
execution, and control can lead to chaos. To
show this, the authors begin their exploration
with a list of why projects fail and a list of
indicators that a project is out of control.
These are countered by a list of the traits of a
Jr.
Through all of this, the team is not forgotten. Coaching is provided on choosing
team members based on role and expertise
nrrrrt-ã'nManagement Concepts, 2009,
ISBN: 9781567262391, paperback,
well as skills and ability. Readers are urged
to allow cost to be a secondary or tertiary factor. Tþam development must involve sharing
as
successful project and several critical prac234 pages, $42.75 Member,
tices and processes for successful projects. As
$45.00 Nonmember.
a clear vision for the project and making the
it turns out, "¡þs characteristics of successful
stakeholders'
expectations known.
projects are components ofthe strategy that can be used to save
The
remaining
text
covers
execution.
The information prea failing project." Such an overview suggests valuable questions
sented
is
valuable
after
the
fact
for
project. It could
a
troubled
such as, Arc we getting estimates or commitments frorn our softalso keep the reader's project from needing to be saved in the
ware deuelopers? and, Are our tneffics prcdictíve or retrcspective?
first place. Readers are reminded that there are many sources of
Project awareness-being alert to the true state of a project and
project expectation, demanding a central role for communicadetermining ahead of time to respond appropriately-is a key
tions. Documenting truly good requirements is the first and most
trait of a successful project manager.
effective
step to initiating sound communications and controlReading such information, the question quickly arises, Is my
ling
scope
creep. The authors note that quality must be planned
project, or are any ofthe projects in my portfolio, out ofcontrol?
in
from
point of initiation. The project manager must implethe
A second chapter addresses concern for measuring the health of
ment
processes to surface and correct issues early and
effective
our projects, looking at the right metrics, and using metrics that
often,
being
a
champion
for quality and "providing a thorough
lead to sound and intentional decision making. It also deals with
approach
quality."
to
defining success in terms that match that of key stakeholders.
The book concludes with useful tools, such as a list of the
How then, does one begin to go about saving a failing projcharacteristics
ofa strongproject manager and a one-page chart
ect? How is control regained? The answer is through analysis
outlining
project-saving
the
process.
and making necessary corrections. Success is most assured
Imagine
what
expert
skills
at spotting and rescuing a trouthrough clearly documented and communicated project goals,
project could bring to your project portfolio. Industry data
bled
objectives, and requirements. If any of these are missing, state
declares that many projects need saving. This book provides a
the authors, stop execution and go back to planning. Analyze the
comprehensive
foundation for project managers and organizaproject culture. Create an environment that encourages proactional
leaders
to
hone their skills so that they can confidently
tive commitment to peer review management involvement, and
gap and efficiently and effectively recover the value
step
into
the
defect prevention.
they are expected to deliver.
Project Management rournal,Vol.4l, No. l, 89
@ 2010 by the Project Management Institute
Prlb_lish4 online in Wiley InterScience (wwwinrerscience.wiley.com)
DOI: r0.1002/pmj.20l5B
i.r""'
I
Revlewed bg David J, Marsh, PMB Senior project Manager, Covance Central
Laboratorg Services, lndianapolis, lN, USA.
$wtLEY
lnterScience'
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Morch
2010
Project Management
Journal
D1l:
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