Manhardt Project Takeover
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The document provides guidance for a new project manager taking over a struggling project. It outlines assessing the project's history and current state, determining who is responsible for the project, clarifying the project scope, managing resources, and resolving issues. The new PM is advised to structure their analysis of the project around key areas like scope, expectations, resources, benefits, and an escalation process for issues.
Manhardt Project Takeover
- 1. Jeff Manhardt | PMP
- 5. Project has been funded but running poorly - you are replacing PM Multiple projects running with inter- dependencies that need structure Project doesn't have a PM - just wandering along - no defined scope, cost, time
- 6. What is your mandate? Report & suggest Lead & resolve Style & skills required Problem-makers & problem-solvers
- 7. Ways to deal with difficult co-workers Approach the person with whom you are having the problem for a private discussion. Be pleasant and agreeable as you talk with the other person. When necessary, confront your difficult coworker’s behavior publicly. Source: http://humanresources.about.com/od/workrelationships/a/difficultpeople_2.htm
- 8. Determine historical references Your experiences Team experiences Organizational experiences
- 9. The Art of War Written by Sun Tzu in the 6 th century BC The art of war is a road map for waging war that is still relevant today The Moral Law Heaven Earth The Commander Method and discipline
- 10. The Art of War The Commander stands for the virtues of wisdom, sincerity, benevolence, courage and strictness.
- 11. Structure questions by area Copyright – Neville Turbit
- 12. Who is in charge of the project? Person the pays for the project Sponsor Sponsoring business line Multiple business lines External client(s)
- 13. Project Scope What was the scope when the project started? What is the current scope? Resolve scope issues Document “Working Scope”
- 14. Set Expectations & Define Reality Identify perceptions and differences Document and communication Maybe the project isn't really in crisis
- 15. Issue Resolution Identify Issues Resolve critical issues Document others for future Work towards root cause – not the symptoms
- 16. Resource Management Determine current and available resources Document two-three scenarios Determine resource costs Review the original budget, contingency and reserve Review roles and responsibilities
- 17. Review benefits of completed project Document findings Make recommendations Do nothing Cancellation Path forward
- 19. Escalation Path Document escalation path as part of the Communication Plan Sets a clear expectation Use for resolution of issues outside the control or authority of the project team Process in place before a resolution is needed Sets the authority levels for decision making Source: http://www.pcapps.com/application-services/consulting/project-takeovers.aspx
- 21. Q & A
Editor's Notes
- #6: Replacing the PM Example – Teller Automation – brought in 1/3 of the way through a 5 year project because the person running the project was not a project manager by trade and had other responsibilities Multiple projects running with inter-dependencies Example – BBLAS project – companion project to large multi-year endeavor. Three smaller efforts 6-9 months each were running concurrently, however there was such technical and business process inter-dependencies, it required some structure and to be run like a Program Project doesn’t have a PM Example -