Method123

Every organization will have to deal with projects that are under-performing, over budget, behind schedule -- in a word troubled ! We identify 2 very specific things that organizations need to do in response. The first is immediate and the later is a more systematic response to prevent projects in the future from becoming troubled. 1. Deal with Troubled Projects Head On When a project gets in trouble, too often, the first tendency is to extend the deadline and spend more money on it in hopes of getting it finished. This is a bad idea, especially if the situation occurs late in the project's life cycle. Ideally, early on, the PMO leader should develop a basic list of conditions that will trigger an investigation into whether a project is in trouble. Usually, a "consensus" on trouble inevitably will emerge, but it often occurs too late in the process. The primary means of addressing troubled projects are: Re-scope : Assess if there is value that can be derived from the p...

Seven Steps for a Project Quality Review In some cases, such as a government project, periodic audits may be called for as a part of the overall contract. This “outside party” could be any qualified person outside of the project manager. In some cases, your organization may have an internal project audit specialist. It is possible that the Project Director or the Project Sponsor could also perform this audit. The outside party could be an outside contractor or consultant, but they do not need to be. The audit itself focuses on whether effective project management processes are being utilized and whether the project appears to be on-track. A project audit asks questions about the processes used to manage the project and build deliverables. The audit can follow this process: Notify the parties (Auditor) - The auditor notifies the project manager of the upcoming audit and schedules a convenient time and place. Other key stakeholders are notified of the audit as well. Prepare for the ...