Blood donations / Supplying labor camps

Posted on April 27, 2015April 29, 2015 by fawaz598spr15

The idea behind our projects was to provide unique services to the community, as the team unanimously agreed that the element of success needs not necessarily be money, but a different measure altogether. As shallow as this may sound, money as a success measure could’ve turned the whole thing into a competition between the groups, burying the very ‘soul’ behind our projects.

Project Objectives and Methodologies:

1) The blood drive aimed to create a convenient platform to bring together potential donors with a medical crew in order to support the local hospitals with blood packs. We started by contacting various hospitals to find out the procedures, terms and conditions needed to launch the event, fully knowing that it being a medical matter things will not go as smoothly as we hoped. Our contacts at the hospitals were kind enough to talk us through the requirements and pointed out the things we needed to keep in mind. We decided that it would be best if we held the event in the student lounge at the BIBF; a room large enough to be a venue and has a strategic location. The venue also allowed us to persuade spectators to participate, as we demonstrated that a measly 10 minutes of your time could save a couple -if not more- lives.

The blood drive was a complete success by all means and measures:

Due to short notice, the hospital offered to only accept 20 blood packs within a 2 hour time frame. By the time the drive was over, 13 individuals successfully donated blood, whilst 18 were disqualified due to various reasons such as smoking, alcohol, low blood pressure, and other blood related sicknesses. This brought us to a total of 31 participants.
Individuals that were not able to donate blood due to various reasons had the opportunity to have a quick medical checkup and consultation on their individual conditions.
The hospital congratulated us on a successful blood drive given the size of the venue and the very little time we had for arrangements.
Another prevailing success was gained by raising awareness of the importance of checking your blood for diabetes or other diseases caught by blood tests, something that a lot of people underestimate.

2) Our second venture was to support labor camps; to supply and shed light on the difficult situations that the migrant workers live in, a hardship that remains fairly unknown to a huge number of citizens.

This project consisted of the collection of clothes, dry and canned foods (such as lentils, rice, and beans) and toiletries to migrant worker labor camps. Most of these camps are deprived of the very basic necessities that we take for granted. We placed a number of boxes in BIBF to collect the abovementioned items from the staff and students, which we in turn distributed to the labor camps that were among the worst in the country. We decided on splitting the group into two as it was best that a couple of members did the collecting while the other half was in charge of sorting out the items and managing distribution.

Supplying the migrant workers was also a success given that:

To our delight we were surprised with the amount collected: 4 boxes full of supplies. The boxes overflowed and donors had to use plastic bags and stash them next to the boxes.
We initially coordinated with the Migrant Workers Protection Society to visit 2 sites. We ended up visiting 3 labor camp sites that the society mentioned needed the most help.
Communicating with the migrant workers was hard as most don’t speak a single word of Arabic or English, but the happiness in their eyes spoke louder than any word could that day.

Advice for future teams doing similar projects:

Be sure to get the proper procedures, approvals and confirmations in time. Establishments such as hospitals are unpredictable and have certain terms and conditions that need to be met.
When it comes to lengthy procedures, do not make assumptions and always pursue facts and written communications. Do not hesitate to take brave decisions to save the situation by triggering contingency plans.
Choose a convenient location that everyone passes by. We had a healthy number of onlookers who donated on a whim because the event caught their attention.

Lessons learned about managing projects:

Communication: Projects give individuals the opportunity to share and discuss ideas without a bias outlook since you all share a common goal. Although each individual has a different personality, effective communication creates solidarity which is key for any project’s success.
Coordination: Assign each individual to a task he excels at, or at the very least comfortable with. Forcing roles on team members creates bottlenecks as the individual struggles to pull his weight. Therefore it’s best to coordinate accordingly; after all, a chain is only as strong as its weakest link.
Plan, plan and plan! No amount of planning is excessive. Exhaust all your options and weigh your pros and cons. Use your planning phase to assess your risks, to have a clear and concise action blueprint, and to come up with contingency plans. If plan A doesn’t work, don’t fret, the alphabet has 25 more letters!

Bonus Tip: Have fun!

Fawaz Alabdulla – Ahmed Jahromi – Ahmed Buhejji – Hisham Engineer – Mohamed Alkhalifa.

5 Tips for Effective Executive Sponsorship

Posted on April 20, 2015April 20, 2015 by khalidalq598spr15

This blog is to review the article “5 Tips for Effective Executive Sponsorship” and discuss, analyze the concepts and ideas in this article.

This article initially introduced a new point, utilizing project management as a tool for initiating organizational change. In general, project management refers to the use of knowledge, skills, and resources to complete a project and meet the intended results, usually a financial goal. However, the ever-changing business environment requires managers to not only successfully complete various projects but also to constantly implement effective organizational changes to adapt to the complex and competitive business world. In this context, managers have evolved to incorporate organizational changes into projects and view them as a tool, not just a task. As such, the author pointed out that managers should use appropriate leadership styles under different circumstances and improve group culture while executing these projects.

Indeed, among all the failed regular projects, either the work conducted by a team or the work failed to be completed by the team results in the failure. In short, the failure is closely related to the human element. Thus, for projects that bear the goal of transforming an organization, it is very important to emphasize the effectiveness of leadership styles in project management, rather than just focusing on the completion of the project or the financial goal. A manager’s micromanagement of employees will reduce employee work incentive and performance in projects. Another principle is to reduce employee resistance, which requires managers to act as a role model and effectively communicate the purpose and benefit to employees. As such, managers should respect the requirements of the project and inform employees any effect that the projects may cause to every employee, for the purpose of facilitating their understanding of the project and gaining their support.

Another point made by the author is that a manager is not just a supervisor of the project; he or she is also an important participant. The author argued that the manager should be punctual to any meeting and follow up with a project until it is closed, instead of being active in the beginning and then weakening interest or control once it is on track.

This is true with many project management cases. In fact, top managers play an important role in this process. They set priorities and ensure that the project is on the right track. For instance, sometimes project goals are not maintained consistently with the overall organizational vision and strategy, because some workers have their own priorities that are not parallel with the organization’s desired goals or they simply resist to management practices. In this case, what measures can be taken to ensure that the objectives can be met?

Article Source:http://www.projecttimes.com/articles/5-tips-for-effective-executive-sponsorship.html

Works Cited

Kerzner, Harold R. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley & Sons, 2013. Print.

Kloppenborg, Timothy. Contemporary Project Management. Cengage Learning, 2011. Print.

Meredith, Jack R., Samuel J. Mantel Jr. Project Management: A Managerial Approach. John Wiley & Sons, 2011. Print.

Strategic Project Management

Posted on April 20, 2015May 4, 2015 by cesar598spr15

One of the skills that every corporate executive could have is project management, but SURELY every project manager should master the art of strategy.

As our project management class unfolds, I became more convinced that we cannot design or execute projects without the proper alignment of our objectives and resources as Project Managers with our corporate strategy. After all, projects are initiated to achieve business results. Projects should then not only be managed from the operational aspect but from the business aspect as well. Getting the job done does not seem enough anymore, rather getting the Right job done is what is needed. This mindset does not come to cancel the existing ways of doing projects but to expand the projects meaning and give them a broader reason.

To help build the Project strategy one has to identify to following projects components:

Perspective “Why”: Defines the reason and the motivation for the project, as well the need, environment and business opportunity. This will help understand the big picture and creates motivation among the staff.
Position “What”: Defines the end product of the project which will be delivered to the customer or users. How could this project contributes to our product, and why the customer will buy our product and why our product is better than what is available on the market
Plan “How”: This part of the project strategy explains how the objectives and competitive advantage are going to be achieved. At this level statement of work (SOW) and work break down structure (WBS), Project Matrix are developed. Shall a company want to be a first-mover, “time” will then have to be a constraint and delays cannot be accepted. On the other side if a company has the objective of being a cost leader, PM working on product design teams have to ensure that “cost” is a constraint as failing to be a cost leader might put the company’s competitive advantage under threat.

In the recent increase of project based companies, this skill has become inevitable for PM. Projects objectives seem to be giving a project its short term meaning, but its alignment with the strategy extends that meaning to a longer term.

Avoiding this truth can only lead the project to failing to add real value and build a sustainable business model.

Recently i have been involved in several retail store construction projects where it was clarified to us since the early stages of the works that time is our constraint. Opening according to the set deadlines was crucial for our company not only to meet its commitments with the landlord and franchisor but also to remain ahead or aligned with the competition.

Do you agree that projects managers should dispose of great strategic skills? Do you have any project, according to your opinion, being executed without being relevant to the company strategy?

Patanakul, P., & Shenhar, A. J. (2012). What project strategy really is: The fundamental building block in strategic project management. Project Management Journal, 43(1), 4-20. doi:10.1002/pmj.20282

Bahrain Dragon City

Posted on April 20, 2015May 4, 2015 by fawaz598spr15

The real estate growth in Bahrain has always been a topic of controversy amongst us locals, mainly due to our Kingdom’s tiny geographical size and population. With all these huge projects being erected one after the other, who is actually occupying them, and are the costs justifiable? …But I digress.

Back on topic; with the steady growth in real estate in Bahrain, many great projects come to mind: “Amwaj Islands”, “Durrat Al Bahrain” and “Riffa Views”. However, one of the more recent projects, (still under development in fact), stubbornly stands out from the rest: “Diyar Al Muharraq City”.

Diyar Al Muharraq City is the largest private metropolitan development project in the Kingdom to date. Covering an area of 12 square kilometers, this huge project is split into a number of smaller, individual projects including:
Sarat Community;
Shaikh Isa Bin Salman Al Khalifa Grand Mosque;
Diyar Homes and;
Dragon City.

A project within a project, the “Bahrain Dragon City” is a multi-million district built on 115,000 square meters of land located in the southwest corner of Diyar Al Muharraq. It will consist of a shopping mall, numerous warehouses and a dining venue. The project focuses on delivering Chinese goods and services to the Kingdom in a single wholesale and retail trade facility. The developers aim to fully pre lease available space to prominent retailers from China and the Kingdom.

The project gets its name from its adoption of the unique, but undeniably gorgeous Chinese architectural and cultural references. The mall will host 700 individual retail stores, while an area of 5,000 square meters is designated to warehouses. The dining venue is a 6,000 square meter Asian-themed dining street with a car park capacity of 1,500 vehicles.

Set to be completed through 2 phases, phase 1 (which includes the Chinese themed mall) has already been initiated and is scheduled for completion by the end of June 2015. Phase 2 sets to double the size of the project to 335,000 square meters.

The project has faced some difficulties though:
–“Due to the exposed coast allocation, strong winds had slowed progress for a short period.” Terry Carroll
-350 residential apartments are under construction adjacent to Dragon City. They need to be completed by the time the mall opens, straining the project’s time management further.
-The Dragon City has met with some disapproval from local merchants, who signed a petition against the project in 2014. They fear that the Chinese traders would eat away at their customer base and businesses.
-Moreover, if you have ever been to Dubai, the project is undoubtedly similar to “Dubai Dragon Mart”, and it admittedly follows in its footsteps. However, the success of Dragon Mart in Dubai is largely due to the energetic tourism industry in the sovereign state, coupled with the fact that in Dubai “each year the number of tourists from China has grown 15-20 percent”. David Macadam

With the issues mentioned above I often find myself contemplating the following:
What are the measures taken to recover the lost time and streamline time management? Is the Kingdom’s tourism industry even remotely as hyperactive as the one in Dubai to justify the costs of the project? What is to be done to win the approval of the local merchants?

Sources:

http://www.nassgroup.com/en/article/media-center/press-releases-1/bahrain-kicks-off-construction-of-dragon-city-project.html

http://www.constructionweekonline.com/article-32836-site-visit-dragon-city-bahrain/1/ Terry Carroll quote

http://www.arabianbusiness.com/bahrain-s-dragon-city-mall-project-60-let-ahead-of-launch-584489.html#.VTPzd5OFE6V

http://www.thenational.ae/business/retail/bahrains-dragon-city-follows-in-dragon-mart-footsteps David Macadam quote

http://www.diyar.bh/en

http://www.gulf-daily-news.com/NewsDetails.aspx?storyid=379881

It’s all about Communication…

Posted on April 19, 2015April 19, 2015 by maryamr598spr15

While thinking of what topic to post about, I thought of my personal experience in project management and wondered what key concepts constantly hinders project performance. Communication is the first thing that comes to my mind. Generally speaking, we all know the importance and significance of communication when it comes to our personal relationships. It is really important to understand others and to be understood in order to maintain healthy and strong relationship ties.

Untitled

Similarly, and given that my professional job revolves around projects, I’ve come to realize that like in relationships, effective communication is key within projects. Unfortunately, communication is usually overlooked and the consequence is reflected through delays in project timelines and increase in number of failed projects. To back this notion, the plus study by PMI revealed that the most crucial success factor in project management is effective communications. The report also highlighted, on an average, one-half of those unsuccessful projects (i.e. 2 out of every 5 projects) are related to ineffective communication, illustrated in the graph below:

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When dealing with projects, communication is important at each and every level – from project initiation to closure. Thus, it is important to meticulously outline and articulate project requirements to the intended stakeholders, for example – using a daily encounter – imagine your boss delegates a work assignment to you and you are not properly briefed regarding the exact requirements. This communication gap translates into unmet project expectations and hence unsatisfactory project outcomes. How many times did you find yourself a victim of such a scenario? Now imagine the same example in a project set and on multiple task levels. Devastating, right? This highlights the significance of effective communication to project performance.

Moreover, given that the importance of communication has been established, it is crucial to identify various ways in which we can maintain effective communication within our projects. Below details few ideas that I compiled based on my experience and what we covered in class:

Preparing a formal communication plan and using standardized communication reporting tools – particularly within medium to large-scale projects.
Ensuring clarity and language of the message; meaning tailoring the message for each stakeholder as per their understanding and using the most preferred communication channel.
Making people understand their role and contribution to the project and getting their full buy-ins can help elevate their communication and commitment to the project.
Communication is two ways; hence, it is important to keep all the relevant stakeholders informed with the project’s status when necessary to ensure their responsiveness.

Thus, next time you are assigned a project I hope the first thing that comes to your mind revolves around different strategies you would adopt in order to ensure effective communication within your projects.

Remember, “a good communication process helps you to be predictive, that’s important, because if you are always reactive it’s too late. The project is already off the tracks.”

Question:

How many times did you find yourself a victim of ineffective communication? what did you do about it?

Sources:

http://www.pmi.org/~/media/PDF/Knowledge%20Center/Communications_whitepaper_v2.ashx

http://www.pmi.org/~/media/PDF/Business-Solutions/The-High-Cost-Low-Performance-The-Essential-Role-of-Communications.ashx

Project management, between reality and practice; and which comes first

Posted on April 19, 2015 by ahmedj598spr15

Would you prefer to gain knowledge before practicing or practice before gaining knowledge? What if you don’t have the choice?

Nowadays, many managers in different work environments appear to find themselves responsible for increasing number of tasks and before they realize, their initial job description often appears to be no longer valid and very far from the reality!

From personal experience, I consider project management as one of the most interesting elements that happen to creep into the job description of many managers and leaders in different organizations, where sometimes, it eventually shapes a big part of their roles. It is fascinating to see many managers excelling in project management in their organizations and successfully manage various projects delivering superb results, whilst they have received minimal structured project management training or education, if any!

In the dynamic business environment of today, project management is one of the key qualities that organizations look for when recruiting for managerial positions. Recruiters will normally also look for potential to build such capabilities as many managers develop the same by practicing and ultimately become responsible for managing various project. Has the bar been raised by the workforce or is project management becoming a ‘must have’ for managers?

It appears that project management has now become an integral part of managerial roles, however, it is indeed interesting to see how knowledge and theories related to this science are placed compared to application in real life – based on which comes first and the degree of overlap between the two elements. When managers find themselves practicing project management roles by virtue of their job, they utilize the tools of the trades at work without structured studying / training pertaining to the same. Therefore, it is very likely for them to take particular interest in the concepts when they are formally introduced as practical experience will come to aid when taking closer look and probably better place them in terms of picking the most useful tools to put in practice.

Knowledge is important and having access to the various tools of project management is crucial for successful project management, nevertheless, learning by practicing is unmatchable! Having to face the reality and learning from peers and superiors at work help managers to develop project management skills in very exciting way. Such managers are also likely to better appreciate the concepts and tools when they learn more about them as they have seen them in practice and more knowledge will better equip them to further cultivate their careers and deliver better results.

Learning before practicing sounds more academic than practical, and the way I see it, unless knowledge of project management is coupled with concurrent practical application, only modest results can be reaped. Don’t you agree?

Risk Management (Aviation Project “Aircraft Lease Return”)

Posted on April 18, 2015 by omar598spr15

People tend to think about risk management as the use of statistical data and probability; well not always! Risk management is a process that we use in every day of our lives and sometimes without even knowing. For example, before we go to bed, we adjust our alarm to ring at 6:00 a.m. Now, the question, why we did not set it to ring at 7:00 a.m.? The obvious answer is that we will be late for school or work! The word ‘”risk” may be defined as the likelihood a loss will occur. Risk management is the preventive measures that we take against such losses.

In the aviation industry, an Aircraft Lease Return Project involves very high risks. The project is about the redelivery of an aircraft back to the lessor (owner) in accordance with the terms and conditions specified in the lease contract. In order to succeed, the risk management plan must be well defined in term of its objective and importance. The preparation of a risk management process is usually started at least six months before the kick start of a project. The reasons are: these projects may involve substantial an aircraft maintenance check; sending the aircraft engines and some other aircraft components to the overhaul facility; additional aircraft spares may require to be purchased. Such spares may have long lead time. To prepare a risk management plan for the project, first we need to start with reviewing the lease contract to identify the significant risks. For example, what are the consequences if we don’t meet the return conditions on the redelivery date? Or what are the penalties on late redelivery of aircraft? Next is to do the risk assessment by making different scenarios. For example, what if the engines get delayed in the overhaul facility? This could impact the entire timeline of the project severely. After identifying and assessing all risks, the risk responses have to come into the picture. Do we mitigate, transfer, avoid, or retain? Aircraft lease return can have lots of surprises, such as failure of components before the redelivery date, project scope change, change of the project team members or even the project manager, etc. Therefore, a contingency plan should be ready to execute at anytime.

Risk control plays an important part in the project plan. Risk control is a method by which project team members evaluate potential losses and take action to reduce or eliminate such threats. Risk control is a significant action taken by project team members that is intended to identify proactively, manage, and reduce or eliminate risk. All projects should have a well-prepared risk management plan. An aircraft lease return project can be very costly and stressful if the risks are not identified and assessed at the early stage.

If you are assigned to be the project manager of an aircraft leased return project, what could be your action if the aircraft engines are not arriving on time from the overhaul facility as planned?

Crash and Burn – The Great Chicago Fire Festival

Posted on October 16, 2014October 16, 2014 by jessica30131f14

An estimated 30,000 people gathered around the Chicago River on Saturday October 4th for the first ever Great Chicago Fire Festival put on by the Redmoon Theater. The festival was supposed to showcase the grit, greatness, resilience and rebirth of Chicago after the historic and unforgettable Chicago fire of 1871. The idea for the event was imagined back in 2009 when Chicago was in the bidding process for the Olympics.

On Redmoon Theater’s website, the event was advertised to be a “Grand Spectacle,” with floating caldrons of fire and a parade of wooden houses that were to be lit on fire and reveal modern metal structures symbolizing the rebirth of Chicago. In addition there was a street market with community artists, florists and bakers before the evening festivities.

The Redmoon Theater shared on its website that, “The inaugural Great Chicago Fire Festival will light up the city with a spectacle of fire celebrating the city’s citizens and neighborhoods on the Chicago River.” However, shortly into the production things went wrong. Two of the three wooden houses failed to catch on fire because of electrical problems that were supposedly due to the rain earlier in the day. Instead of roaring flames shooting high into the sky, the audience watched little sparks of fire float down the river. Some spectators commented to the Chicago Tribune reporter, Gregory Pratt, saying that they had been to better bonfires. (Yikes!) After failing to light the wooden Victorian houses on fire, the Redmoon Theater quickly set off their firework finale to keep the thousands of spectators intrigued.

In the beginning, many people watched in awe as the kayakers and small boats pulled buoys of fire and as the caldrons of fire were lowered down into the river after being lit by Chicago Mayor, Rahm Emanuel. The firework spectacular at the end of the production was worth raving about as well.

Time, cost and performance are the three points of the project management triangle. Redmoon Theater had the cost under control, and plenty of time to prepare for the event, but their performance had no fire (literally).

Obviously, with all major productions something is guaranteed to go wrong, especially with outdoor events. Many are considering this year’s event just a “dress rehearsal” for many more Great Chicago Fire Festivals in the future. Was it the weather or just bad management that caused this 2 million dollar production to crash and burn?

What do you think? Was the weather or the project management team to blame? What could have been done to ensure more success for the festival? Word on the street is that the city of Chicago is giving Redmoon Theater a 2^nd chance next year and even increasing their budget. Do you think this event is worth trying to put on again?

Sources:

http://www.chicagotribune.com/news/ct-met-great-chicago-fire-festival-1005-20141005-11-story.html

http://www.suntimes.com/news/30276759-418/delays-as-great-chicago-fire-festival-struggles-to-ignite.html#.VDHlb77rbFI

http://chicagofirefestival.com

So this is what Deja vu feels like…

Posted on October 1, 2014 by grzegorz30123f14

About a year ago I was working my first big job on a large web project. I had to teach myself pretty much everything along the way. My supervisor asked me many many times when (approximately) I would finish each part of the project. I never really understood what all the fuss was about regarding timelines. I never knew what to say. On the inside I always thought that I would just get it done when I got it done. I was not able to predict efficiently until the very end of activities how long they would take because everything was relatively new to me. Now in hindsight I see how helpful these planning concepts and skills would have been in planning and changing the project according to time constraints. Learning planning techniques in class such as identifying activities, mapping out precedence, estimating time and identifying critical activities/paths is very new for me but finally brings all those questions I was being asked into perspective. I knew that having time estimates was important and necessary to plan but I never realized how important and complex planning could be. I now plan to take a more proactive approach and will do my best to give time estimates when possible in future projects.

I am glad to say that as I am learning how to plan in class I am applying what I am learning in another classroom. In another class I am currently in we have to plan, design and build a web application in 10 weeks. This means that time is valuable and we need to balance it out with the other key project metric triangle components to make sure performance and cost (our personal time in this case) are within reason. In this project we have had to develop a GAANT chart and plan out some of the most meticulous details of the project weeks ahead of even starting to build it. In addition, we had to plan out how long activities would take. When the planning requirements were brought up in the class I was one of the only students in the group familiar with the basic terms due to MGT 301. I have been able to help the team and manage our time so that we do not get behind in our project. We have identified activities that can be crashed (by investing more time in the week and putting our more experienced group members on specific tasks) as well as identifying activities that could be run concurrently (done at the same time) so that we can get more done in the same amount of time by splitting our group into mini groups.

Questions:

– Have any of you had the above issues at a new job or on a unique project?

– Have any of you seen the lessons and concepts we are learning in class come up in a current or past class?

– How did these concepts help you to do better or contribute in that class?

– Have you applied these concepts to a class or work project?

Get in the Shower if it All Goes Wrong

Posted on October 1, 2014October 1, 2014 by janelle30113f14

The worst think about working on a project, especially when you’re the manager, is when you can feel it failing. Both you and you team know you are losing your grasp on it and you feel powerless to stop it. Whether it be in a school project, or at work most of us know that feeling. This is a hard pill to swallow because it means accepting that there is a problem with the path that has been taken.

So how do you get past this? How do you revive a team like that? Should you scrap the project all together losing all the time, energy, and resources put into it? Or should you power through with a bad plan just so you can finish? Maybe you could complain loudly, but ultimately do nothing to change the situation. I’ll admit I have occasionally been that person. It’s not something I’m proud of.

While these steps might be easy to do they aren’t always the best course of action. Here are some simple tips to get your project back on track:

Identify the problem

To fix the problem you have to know the problem. Take a step back and evaluate the situation, you need to understand exactly what went wrong and when. Now you have a starting point to build upon.

Get in the shower

Literally or figuratively clean yourself off! Rid yourself of the bad feelings you previously had towards the project. While this tip might seem unessential, it is actually quite important. If you refuse to let go of your past failures with the project it will make moving forward virtually impossible, it can hinder your ability to come to the table with an open mind ready for a fresh start.

Talk to your team

Communication is key. To get your team back on track everyone needs to be on board and working towards the same goal. This is not a time to try and place blame. Make sure everyone knows their role and how it contributes to the bigger picture. If possible, encourage an open line of communication to eliminate a breakdown in the project due to a breakdown in communication.

Reboot

Learn from your mistakes and refocus yourself. Based on your identification of the problem create a new plan that solves it. “Issue a revised scope statement, obtain the funding, reset the schedule and obtain appropriate approvals. You have been given a new lease on your project” (Cutting).

This list is by no means comprehensive and these are only beginning steps to fix a bigger problem. But start here and you’ll be on the right track to saving your project.

How could you expand on this list? What tips do you have for saving a project? What doesn’t work? How do you know when a project is no longer salvageable?

Sources:

http://www.projectsmart.co.uk/how-to-really-fix-a-failing-project.php

http://fortune.com/2013/11/22/4-steps-to-turning-around-a-troubled-project/

Operations and Project Management in Today's Competitive Environment

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Project Management