Three Easy Steps To Recovering Your Project PDF Download

Statistics continue to show that many IT projects remain challenged. The Standish Group, Boston, Massachusetts-based IT project management research firm, "found a decrease in IT project success rates and an increase in IT project failures over the past two years" (Levinson, 2009, para. 2). According to Levinson (2009), the research found "thirty-two percent of IT projects were considered successful ... and one-in-four (24 percent) IT projects were considered failures, having been cancelled before they were completed, or having been delivered but never used ... and forty-four percent were considered challenged" (para. 2). Levinson also indicates that the CHAOS summary report from the Standish Group revealed the recession over the past few years has exacerbated the situation through "budget slashing" (para. 1) and personnel reductions impacting IT project success rates. Given the persistent trend in projects running into difficulty, it is highly likely that at some point a project manager will be faced during his or her career with a recovery situation. Knowing how to put a stalled project back on track, whatever the product methodology (e.g., waterfall, agile) can mean the difference between success and failure for both the project manager as well as the business. This paper identifies numerous approaches that can be taken to recover a project. It discusses the symptoms of a troubled project and recovery options for troubled projects. The more generic traditional approach often leans toward focusing on in-depth analysis to find the root causes of the troubled project issues. Frequently, this will entail appointing a consultancy to conduct this process. Although this approach has clear benefits, it potentially will take time to accomplish and, in the process, break down the team, often losing people and their knowledge, which then has to be rebuilt. As well as being costly, the project can go into paralysis. Typically, the project manager can come under threat and potentially lose his or her position. This paper will illustrate, through a real case study, how, with the application of a simple three-step process and technique, the project manager can quickly turn around a failing or struggling project, and bring it back on track under control while maintaining trust and confidence with stakeholders.