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Project Rescue
This is the first installment in an exclusive series excerpted from the book Project Rescue — Avoiding a Project Management Disaster (McGraw-Hill, 2004).
Following generally accepted project management principles does not always deliver successful projects. Competing factors, such as the need to optimize profits while creating the highest quality deliverables, lead to a narrow margin of error that is easily consumed in the real world. Other factors, such as unexpected external events, ineffective risk mitigation strategies, human errors, and the constantly evolving technology infrastructures, also damage projects. This is despite the best intentions and competence of everyone involved in an initiative.
There comes a point on many projects when the team and the stakeholders have lost control, but everyone remains in denial — rejecting the possibility that the worst-case scenario could actually happen. But history shows us that once a project gets into trouble, we often see it spiral out of control at an escalating rate regardless of the fixes or patches that are applied. Beyond this project breaking point, a dramatic intervention is required to redirect the project activities and to rescue the project from ending in complete failure.
Launching a project rescue, a loud unmistakable call to action, requires a structured, proven …
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"Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing ever happened." - Winston Churchill |