I'm currently developing a seminar on the topic of "project rescue and recovery" and have generated a framework to work from outlined in the attached PDF file below. I would like some feedback on the process and steps I have outlined. Saving Changes...
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Anonymous
Tom,
I have reviewed the framework and have noted some comments, which I do hope are useful.
The idea of a rescue framework is a good one full stop.
It seems a bit to similar or close to a standard lifecycle or to put another way there doesn't appear to be enough of a "differentiation" factor. Could be me!!..and am sure its more in the application.
As its focussed on a failing technology project, I wonder if a design , target operating model aspect would enhance the value.
Anyhow, good luck with your endeavours and hope my comments come across as intended and do not seem negative.
Sean, thank you for your feedback. I came up with this process to avoid the usual "silver bullet" / one shoe fits all approach. In others words, throughout my career, every situation has been different, so I strive for a top down holistic process that considers all the inputs to an initiative.
I might add, that folks undervalue the importance of excutive leadership, and most importantly, CULTURE, in the success of initiatives in today's business environment.
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Anonymous
Tom, I couldn't agree more with your comments regarding Executive leadership and culture. In my experience I have found that the more mature methodologies and subject matter experts become, the more they forget the basics. This is where the top down holistic approach can be of most value, especially in terms of solving root cause rather than just symptoms.
I have been factoring in the Audience and culture elements to my recent rescue plans, to determine format and timing of said plans. This has generated much debate within my peer group, creating tensions between when to intervene and when to hold off. Ie Is the culture of the company ready for the intervention or will it just simply reject it? Can we wait for the Culture to evolve, and if yes can we absorb the impact?
I would be interested to hear any comments/thoughts you may have, on timing of interventions. Saving Changes...
Off the top of my head, the classic rescue and recovery intervention requires you to replace the PM, with a turnaround PM. This type of intervention can be disruptive and expensive, so reserve this type of intervention for mission critical or large scale implementations. An alternative approach for lower profile initiatives is to have a "shadow PM" and/or mentor work with newbie or intermediate PMs, this sort of investment could pay off big time if done right. Also, the use of a mentors can help an organization introduce new techniques and processes to the company or help orient newly hired PMs faltening the learning curve. Not much is written on "rescue and recovery" so your guess is as good as mine on this topic.
BTW, experience tells me that organizations rely exclusively on planning tools, as opposed to developing PM leadership and communications skills, have the highest failure rates, as compared to other organizations in their industry. So when you see a company put a lot of emphasis in a planning tool as a PM skill, run, don't walk, the other way.
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