description and outline.
"So, you are the new project manager". With these words come predictable challenges and the necessity for unusual project management techniques. Consider the likely circumstances of being the second or third project manager: the organizational set-up is firmly established. Natural leaders have emerged from the team and may be giving un-coordinated directives. Little or no Management Reserve is left in terms of patience, time, cost, or scope flexibility. Most or all of the slack time is gone, while technical problems have emerged. Negative team attitude about the project and its management poisons the atmosphere. Clients, in the meantime, have formed poor opinions about the project team and its organization, and Management is deeply involved in the day-to-day control of each activity. All this before the first meeting is called.
Will this assignment be a disaster? Or can you recover the project and further your reputation as a talented project manager?
Rescuing a Project in Crisis is a unique 2-day course for special circumstances. It gives participants a special understanding of why a project is in trouble, underlying symptoms, and contributing causes. Participants learn the Three Envelope Strategy and special approaches to get the project on a road to recovery. The four-step 'Williams Recovery Process' identifies the initial and crucial steps required for a project recovery program. Participants also discuss the potential risks and benefits of trying to turn a project around where previous project managers did not succeed.
Rescuing a Project in Crisis is based on the documented case study of a major company. Special concern is given to challenges of Problem Recognition, Team Disintegration, Communication Disconnects, Project Control Loss, and Control Strangulation.
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