I have been struggling through a project that fell apart on me. Cost justification went well, but as soon as the order was placed everything changed. I did plenty of research, but I ended up hitting every pit fall. We have the equipment in shop, but a lot of the floor personnel are sour about the capablities and wether it will work.
Is there anyone else out there that has had a project like this, and what have you done to convince the associates that it will work? Saving Changes...
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Jerry StangerIT Project Manager| John DeereMoline, Il, United States
Once you get to this state the negative vibes are controlling the project attitude. On a project I was associated with we conducted a detailed 'risk idetification' session. Lots of venting and complaining but the PM and facilitator did a good job of extracting the real concerns and risks. Then it is up to the PM to develop risk strategy and deliver. You can rebuild respect and regain confidence by minimizing the risks as they are perceived by stakeholders. The real risk is that if you can't deliver on risk mitigation to gain control then you have reinforced their negative attitude and lack of confidence. Saving Changes...
Kieran MajorPrincipal Program Manager| American AirlinesTulsa, Ok, United States
I've had some success in these situations by getting the key players who don't like the solution involved in documenting the problems, recommending and being responsible for implementing the solutions. You might also want to spend time asking questions about the business goals behind the "solution". Does everyone see the value in what might be? If not, spending some time building this vision (by asking questions, letting them come to their own conclusions) might help. Saving Changes...
Dr Mike O'CallaghanCoach & Project Manager| Relevant InternationalCape Town, South Africa
A really good idea would be to apply some Transition Management expertise. You are trying to change a mindset. Mindsets go through various stages when exposed to change. The trick for a successful project is to accommodate these changes and to ensure that, when the project delivers, the mindset is positive and accepting. Saving Changes...
Building the foundation for change is key. It's important to look at any change from three perspectives - the clients, the organization, and the employees. We use a process called Change Breakthrough Analysis in these situations. Would be happy to describe offline. Saving Changes...
