TRAINING COURSES

Recovery of Troubled Projects: Analysis, Stabilisation & Handover

Start Date: 17 Sep 2017
End Date: 21 Sep 2017
Duration: 5
Fees:
Country: Sharm Alshaikh / Egypt
Category: Project & Contracting & Law
Details:

INTRODUCTION 

The Troubled Project Analysis, Stabilisation and Handover programme provides attendees with a structured framework and tools for the analysis and stabilisation of stressed or failing projects and the avoidance of future failures.

The programme presents a methodical process for determining causes of project failure and steps to remedy underperformance. Steps are described in a logical sequence and each step’s tools and techniques discussed, explained and practiced in the programme.

Attendees leave with a toolkit to immediately apply to problem projects in their own or customer’s portfolios and insights to help improve future project performance. In this programme you will learn how to:

·         Initiate and conduct a rapid assessment process

·         Present audit findings and recommendations to decision makers

·         Conduct project stabilisation activities that create achievable baselines

·         Facilitate ‘kill or cure’ decisions

·         Withdraw to leave remedied projects progressing without further external support 

WHO SHOULD ATTEND? 

·         Professionals tasked with Red-Team or Tiger-Team recovery duties

·         Everyone involved in project oversight, care and governance who wishes to enhance their career skills

·         Audit staff, Centre of Excellence staff and Project , Program and Portfolio office staff with oversight responsibilities

·         Project, Program and Portfolio board members such as sponsors seeking to understand their role in project success and prevent failure

·         Project and Program professionals or leaders facing the need to extend their personal capabilities 

PROGRAMME OBJECTIVES 

The Recovery of Troubled Projects: Analysis, Stabilisation & Handover programme equips attendees to return to work with a methodical approach and relevant tool-kit of proven practical techniques for the swift assessment and recovery (or termination) of projects that are struggling to achieve results. 

TRAINING METHODOLOGY 

Discussion of participant’s real-world challenges are mixed with creation of practical job-aids to take back to work plus explanation and practice of tools and techniques. Illustrations of causes of problems and examples of solution are introduced through videos, exercises and lecture. 

PROGRAMME SUMMARY 

This programme is a practical ‘how-to’ examine a troubled project, make recovery recommendations and implement approved responses. A participative approach is used in class to practice the knowledge presented and to build skills for use on return to work.

PROGRAMME OUTLINE

DAY 1 -

UNDERSTAND CONTEXT & CONCEPTS OF PROJECT RECOVERY

·         All The Steps of The Journey To Come. Ways to get mountain climbing (and running projects) wrong!

·         Create a take-away Assessment Charter for real-world use (and use In-Class)

·         Build a Job-Aid tool for defining & assessing "Trouble”

·         Recognise the ways in which projects become stressed and fail

·         Respond to the 8 Project Challenges in the 4 Project contexts

·         Anticipate the People Dimensions of Troubled Projects

·         Conduct a Methodical Assessment using an Analysis Framework

·         Start from a clear foundation: Take away tools for Framing and Kick-Off, for Data Gathering, Analysis, Diagnosis, Selection, Recovery and into Withdrawal

·         Construct a job-aid that charts the flow of steps and authorities in assessment & recovery

·         Target creating a healthy project by assessing the project’s linkage to the organisation’s purpose and view of value.

·         Facilitate senior management cost-of-recovery decisions and "Faster, Better Cheaper” trade-off.

·         Check product development approaches in use match organisational needs for Design first vs. Adaptive and Iterative (agile)

·         Map planning, control, management and governance to well know standards (such as ISO 21500, the PMBoK Guide®, PRINCE2® and agile)

DAY 2 -

STEPS, TOOLS & TECHNIQUES FOR ASSESSMENT & DECISIONS

·         Apply the secrets of assessment success; Preparing for the assessment with care (and speed)

·         Establish the right tone, assessing the assessment’s trigger and frame the charter with the Recovery Sponsor

·         Source competent analysis (& recovery) team members

·         Plan communication, create awareness of recovery needs, facilitate Kick-off with Sponsors, Recovery Team and troubled project team

·         Align the recovering project with senior leader’s views of value and politics

·         Express estimated benefits versus probable costs for Business Case (Re-)evaluation of business risks

·         Use Information Gathering techniques matched to the challenges of conducting each individual assessment

·         Use a wide variety of best of breed Analysis & Diagnosis tools for synthesising Findings and Recommendations

·         Respond to project team member’s feelings and mood

·         Assess the team’s technical capability vs. project’s challenges and recommend a balance of Cost/ Time/ Scope/ Quality/ Risk/ HSSE/ etc

DAY 3 -

FORMULATING CONCLUSIONS AND PROPOSING RECOVERY ACTIONS

·         Propose pragmatic ‘next-steps’ aligned with organisationalMission, Values, Politics & Vision

·         Anticipate and manage Resistance to Change and limits on ability to absorb Change. Insight from Machiavelli’s The Prince & Harvard professor John Kotter’s "See Feel Change”

·         Analyse project team and recovery team capacity

·         Analyse effectiveness of ‘Control of Baseline Change to identify projects struggling with ‘churn’

·         Review and amend (create) Progress Report Structures & Content, Iteratively monitor status and update plans to chart project ‘Next-Step’ options

·         Recognise actual achievement through sound use of quality principles and practices for Verification & Validation

·         Analyse and fix estimating issues

·         Generate reliable preliminary and final audit findings with proposed actions using a proven report structure

·         Make the ‘First Kill or Cure’ decision

DAY 4 -

IMPLEMENTING INITIAL RECOVERY ACTIONS & TUNING THE RECOVERY PROCESS

·         Iteratively implement recovery actions for step-wise development of realistic baselines (Stabilise planning, monitoring & control capability)

·         Resolve problems and escalate issues to correct authority levels

·         Stabilise politics and address both abdication of responsibility and micro over-management

·         Curb excessive change to goals & to technical solutions

·         Use Verification as the antidote to Scope Creep

·         Remove people, add people and stabilise team dynamics and morale

·         Amend recommended recovery actions to decision authorities

·         Make subsequent (harder) ‘Kill or Continue?’ recommendations

DAY 5 -

ENDING PROJECT RECOVERY AND ESTABLISHING THE ORGANISATION’S TROUBLE AVOIDANCE AND RECOVERY CAPABILITY

·         Gauge when to recovery is over

·         Making the trouble-shooters the delivery team or Withdrawing the recovery team’s support of the original project team

·         Close the recovery phase. Final Kill/ Continue decision

·         Permanent trouble avoidance and trouble response team

·         Recognise troubled project early warning signs

·         Why we will always have troubled projects (because project problems are based in people’s ambitious aspirations)

·         Course conclusions: Review job-aids created, tools & techniques discussed and practiced, the wider methodical framework and transference of learning to the work-place

 
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