Part IV. Managing the Realities of Projects
In my 20-plus years of running my own project management consulting practice I have encountered two types of projects that deserve special mention. The first is distressed projects. These have largely been ignored in the literature. There is one book on the market, and it was published in 2001. The other is multiple team projects. These projects are often encountered in large organizations or organizations that have independent business units, each with their own project management processes and practices. I am not aware of any books or even chapters in books devoted to the management of multiple team projects.
Overview of Part IV
Part IV consists of two chapters.
Chapter 16: Managing Distressed Projects
This chapter discusses distressed project prevention and intervention strategies. I describe many of my experiences with such situations. You will see that by judiciously applying what has already been presented in this book, you will have taken a big step towards preventing projects from becoming distressed. But even at best, some projects are destined for the distressed pile. Maybe that was built in from the start, and no one noticed or could tell. In any case, what do you do when the project has become distressed, and without some significant intervention, will likely fail? That is the second major topic in this chapter.
Chapter 17: Managing Multiple Team Projects
This chapter discusses three models that are used in the industry to manage ...
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