Contenu connexe Similaire à Turning Around Troubled Projects by Harry Mingail 561-749-0336 (20) Turning Around Troubled Projects by Harry Mingail 561-749-03361. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
2. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Harry Mingail
25+ years as a freelance consulting
Toronto and Florida residences
VP, Director, Manager, Program/Project Manager, Management Consultant
11 years training, many seminars, rated Excellent (95%) as a trainer
(presentation skills, communications, negotiation, time management,
project management, strategic, getting results without authority, planning,
business analysis, managing competing priorities)
Self portrait drawn by Harry
Computer Science, Math, Bus, PMP, CBAP, Six Sigma
Write, Workshops,Speak (try “Harry Mingail” in
www.google.com
www.amazon.com books written
“Project Management Entrepreneuring”
“Business Information Technology Strategic Planning”
Training, writing and problem-solving are my favourite things to do
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
3. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Three Steps
- Highlights Only in Our 1 Hour Together -
Step 1. What’s wrong . What’s right?
Step 2. Let’s do something about it!
Step 3. Let’s make it happen!
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
4. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Think of your projects
Step 1. What’s wrong . What’s right?
2. Let’s do something about it!
3. Let’s make it happen!
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
5. 1. What’s wrong . What’s right?
What is a troubled project?
When can trouble start?
.
6. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
A Checklist of Potential Challenges - Trouble? -
Scope changes and creep
Too many risks have manifested themselves
Competing priorities
Too many issues have manifested themselves
Time pressures
Exceeding budget
Funding pressures
Exceeding schedule
Lack of stakeholder understanding/ability to
Exceeding people resources
communicate requirements
Conflicting priorities
Lack of stakeholder availability and involvement
Poor quality interim and final results
Political pressures
Weak vendor contributions and contract problems
Weak project sponsor
Irrational reluctance to sign-off
Weak project manager
Rational and justified resistance to sign-off because of poor
Misalignment with strategy
project deliverables
Lack of proper project justification
Rational and justified resistance to sign-off because of poor
Lack of leadership in project
project budget/schedule performance
Weak teamwork
Difficult circumstances surrounding premature closing of
Weak product skills and knowledge
project before planned results delivered
Changing organizational and project priorities
Resistance to changes created by project results
Dwindling management support
Inadequate vendor deliverable versus contract
Miscommunications
Lack of established effective closing procedures
Inadequate vendor responses
Irrational resistance to lessons learned continuous
Interdependent projects not fulfilling commitments
improvement assessments
Misalignment with strategy
People resources unavailable
Lack of stakeholder collaboration
Inadequate planning processes
Organization is frequently in firefighting mode
Inadequate life cycle processes
Fixation on first estimates/wrong planning detail
Planning analysis paralysis
Failure to properly plan for reviews and approvals
Continuous improvement not integral
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
7. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
KEY POINT
The Cup Is Usually Half Full
"The measure of health is the
disposition to find good
everywhere.“
…Ralph Waldo Emerson
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com 7
8. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
How many of you have an objective “Project Management Health Check Scorecard Measure”
1. What’s wrong . What’s right?
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
9. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Business
Strategy/Architecture
An External Factor Data,
Process &
(Location)
Architecture
Applications
Architecture
Conceptual Process Model
Interoperability Model
Technical Architecture
Technical Models
Technical Reference Models
Standards
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
10. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Strategy and Portfolio Management
– Vital Project Foundations -
An External Factor
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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11. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Check Your
Organization’s PMMM
5. Optimizing
Focus on process improvement
4. Managed
PM processes measured/controlled, quality includes PM
An External Factor
3. Defined Enterprise use of PM practices, project + project = quality
2. Repeatable Methodology implemented, training, reviews
Ad hoc, informal, success by heroism
1. Initial
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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12. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Your Current State Analysis
Do the “Dirty Dozen” Checklist
1. Create an assessment plan
2. Identify and obtain all documents and files to conduct the review
3. Identify the project team members
4. Identify the stakeholders for review meetings
5. Hold a project kick off meeting with all parties involved
6. Hold individual meetings with all parties
7. Analyse all project data
8. SWOT
9. Root cause analysis
10. Draft assessment report
11. Factual accuracy review of assessment report with stakeholders
12. Finalise assessment report and recommendations
Do It Quickly
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
13. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right? Your Current State Analysis
Document Checklist
Business Case or Mandate Scope definition
Project Objective/s Process Models
Project Charter or Initiation Project Logs
Documents Issues
Organisational Chart Risks
Work/Product Break Down Decision
Structure Change
Last Few Project Status Reports Dependency
Project Schedule/Plan Resource plan
Financial budget/plan Resource tracking sheet actual vs
Financial tracking sheet actual plan
vs plan Project Management
Business Requirements process/methodology & metrics
High level roadmap Last 3 steering committee meetings
Benefits map Communication plan
Quality Plan
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
14. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Use BA Elicitation
Techniques to
UncoverRoot Causes
Face-to-Face Other
♦ Brainstorming ♦ Document analysis
♦ Focus groups ♦ Interface analysis
♦ Interviews ♦ Surveys/questionnaires
♦ Observation
♦ Prototyping
♦ Workshops
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com 14
15. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Create Your Project’s Root
Cause Fishbone Diagram
Category 1 Category 2
Factor Factor
Factor
Factor
Factor
Topic Name
Factor Factor
Factor Factor
Category 3 Category 4
Factors and/or categories of factors
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
16. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Danger Danger
Excessive Groupthink
Overestimation of the group (illusions of invulnerability, illusions of
morality)
Close-mindedness (rationalizations, stereotypes about the outgroup)
Pressures toward uniformity (self-censorship, the illusion of
unanimity, direct pressure on dissenters, self-appointed
mindguards).
Defective decision-making processes
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
17. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. What’s wrong . What’s right?
Sample Gap Analysis Format
C T
C T
C T
C T
C T
C T
C T
C T
C T
C T
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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18. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Step 1. What’s wrong . What’s right?
2. Let’s do something about it!
3. Let’s make it happen!
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
19. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
2. Let’s do something about it!
How to Establish Your Leadership
Credibility
Your Can you Can you Can you get it Other?
expertise learn it? recruit it? some other
strengths and way?
weaknesses?
Copyright © 2008 by Harry Mingail of www.harrymingail.com
19
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20. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
2. Let’s do something about it!
PMBOK
1 Primary Plan +
8 Subsidiary Plans
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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21. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
2. Let’s do something about it!
PM’s Need to Empower The
BA “Workpackage”
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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22. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Build Your Stakeholder Poster
2. Let’s do something about it!
YOUR PROJECT
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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23. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
2. Let’s do something about it! Consider Multiple Views
The Problem
Problem
to be
analysed
Balancing is a key PM professional responsibility
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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24. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
One Sample View
- What Executive Stakeholders May Want -
2. Let’s do something about it!
•Respect business needs
•Cost controlled (low)
•Objectives achieved
•Not oversold
•Not over-committed
•Well managed
•Effective controls
•Milestones achieved
•Other?
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
25. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Understand Your Stakeholders’ Filters
2. Let’s do something about it! Filters Influence the Way We Make Decisions
Actions I take
Conclusions I draw
Beliefs I have
Assumptions I make
Meaning I add
Data I select
I observe data and experience
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
26. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Very Important
to
Collaboratively
2. Let’s do something about it! Establish a
Shared Vision
A shared vision is not
an idea… it is, rather, a
force in people’s hearts,
a force of impressive
power.
Peter Senge, The Fifth
•Evolve team vision to drive team behavior
Discipline
•Create project vision to drive project behavior
•Facilitate product vision to drive project evolution
26
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
27. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Step 1. What’s wrong . What’s right?
2. Let’s do something about it!
3. Let’s make it happen!
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
28. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Make It Happen – The “BA” Model
3. Let’s make it happen!
Data
Process
People
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
29. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
3. Let’s make it happen!
Data
Process
People
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
30. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Focus on Performance Not Status
3. Let’s make it happen!
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
31. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Each participant answers 3 questions
Initially - Daily Standup Meeting
(primarily about critical path)
3. Let’s make it happen!
1 What did you do yesterday?
2 What will you do today?
3 What’s in your way?
• These are more than status sessions for the manager
• They are team member commitments in front of the team
31
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
32. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Avoid Grizzly Meetings
3. Let’s make it happen!
• A meeting is a project.
• Restrict to one hour or less
• Start and finish on time
• Set the tone for the project
• Be realistic on completion dates but expect on-time
completion (see next slide)
• Exception management – only raise issues that need to
be escalated, use issue & risk processes to introduce
new topics
• Allow some general conversation, preferably when
discussing next weeks planned work, but keep the group
focused
• If there is conflict, stop and address it, do not ignore it.
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
33. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Focus on Achieving on Business Rules
3. Let’s make it happen!
- Important BA “Data” -
♦ Directive that is
– Specific
– Actionable
– Testable
♦ Under the control of the business
♦ Supports a business policy
♦ Ideally written
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com 33
34. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
3. Let’s make it happen!
“Less is More” in a Project Scorecard
Project Performance Rating – Projects are assigned ratings from “Blue” to “Red” based upon their overall performance. “NR” means
not rated either due to inadequate or no reportable activity.
Level Trend
Q4 ‘04 Q1 ‘05 Q2‘05 Q3 ‘05
Overall Project Rating R Y G G
Project Operations and Maintenance
Occupancy B G Y Y
Service G G G G
Budget R Y G G
Annual Site Visit
NR NR NR NR
Development
Schedule Y R Y Y
Finance
Project Financial Health Y Y G B
Debt Coverage
NR Y Y G
Trends = Improving = No Trend = Declining
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
35. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
3. Let’s make it happen!
Data
Process
People
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
36. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Collocate Team Members
• Effective collaborative
3. Let’s make it happen!
• Common area for
workspaces need:
collaboration and community
• “Caves” for privacy
• Phone calls
• Emails
• Web surfing
• Other individual tasks
• Open “drafts” of information
Not always possible but it trivial?
36
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
38. Deal with Inevitable Conflicts
3. Let’s make it happen!
High
Forcing Collaboration
Assertiveness
Compromise
Avoidance Accommodation
Low High
Cooperativeness
39. Checklist of Keys to Minimizing
Negative Stakeholder Behaviors
3. Let’s make it happen!
Introduce Manage
clear rules team norms
Free flowing Support
information values that oppose
politics
Manage change Leaders as
effectively role models
40. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
3. Let’s make it happen! Deal With Stakeholder Dynamics
3. Norming
Characteristics 4. Performing
• Willing to solve problems
• Focus on Characteristics
• Performance • Collaboration
• Results • Interdependence
• Share information • Communication-Open, Fast
• Constructive feedback • Spirit, Trust, Flexibility
• Smoother consensus-building • Shared leadership
• Wiling to take risks • Clear expectations
• Feedback is informal
Key Questions in Relationship • Commitment to meet goals
• Will we continue progress?
• Will we continue goal focus ? Key Questions in Relationship
• How doing in relation to goals? • How can we get better?
• Continue to ask tough questions? • What’s next?
• Will we mask disagreements? • Will we stagnate?
• Acknowledgement for my efforts?
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
41. 3. Let’s make it happen!
You Must be Able to
“Read” Your Stakeholders
COLOR RED BLUE WHITE YELLOW
1. Loyal to tasks 1. Loyal to People 1. Tolerant 1. Positive
2. Committed 2. Committed 2. Patient 2. Forgiving
3. Visionary 3. Quality 3. Cooperative 3. Friendly
Oriented
4. Logical 4. Accepting 4. Optimistic
4. Sincere
5. Leader 5. Objective 5. Trusting
5. Honest
6. Focused 6. Balanced 6. Appreciative
6. Purposeful
7. Responsible 7. Listener 7. Open
7. Moral
42. Apply Situational Leadership
3. Let’s make it happen!
“It is not the strongest of the species that survive, nor the most
intelligent, but the one most responsive to change.”
Charles Darwin, The Origin of Species
4 Development Levels
– D1: Low competence, High commitment
– D2: Some competence, Low commitment
– D3: High competence, Variable commitment
– D4: High competence, High commitment
Low Moderate High
Development Levels of Followers
D1 D2 D3 D4
S1: Tell S2:Sell S3: Participate S4: Delegate
43. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Build on Personal Strengths
3. Let’s make it happen!
• Each person is unique and has unique strengths and weaknesses – whole
• Applying it to Others:
persons
• Great managers recognize that trying to standardize human behavior is
futile, and don’t waste their time trying to change people dramatically
• Rather than focus on weaknesses, they build on the personal strengths of
their team members and help them become more of “who they already
are”
• Find out what you don’t like doing and stop doing it
• Applying it to Yourself:
• "The point is to feel authentic, self-assured or creative”
• More info: http://www.marcusbuckingham.com
43
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
44. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Extract from Harry book “Project Management Entrepreneuring”
9.5 Author’s Experience – 10 Vital People
Qualities
I strive for and value in others the following qualities in order of priority:
1. Trustworthy
2. Genuine
3. A giver, not just a taker
4. Conscientious
5. At least moderately intelligent
6. Innovative and positive problem-solver
7. Hardworking
8. A team player who cares about fellow humans
9. Willing and able to learn
10. Happy with the gift of their existence
After that, the rest is easy.
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
45. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Make It Happen – The Process
3. Let’s make it happen!
Data
Process
People
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
46. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Waterfall vs. Agile – Delivering
3. Let’s make it happen! Incremental Value
Waterfall
Req’ments
Design
Code
Test
Agile
Release
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8
2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks
Release #1 Release #2 Release #3
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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47. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Agile Principles Help You too Achieve “Wins” Momentum
Key Agile principles are:
Focus on Customer Value – Align
3. Let’s make it happen!
•
project, product and team visions to
deliver better product quality – faster
and cheaper.
• Small Batches - Create a flow of value
to customers by “chunking” feature
delivery into small increments.
• Small, Integrated Teams - Intense
collaboration via face-to-face
communication, collocation, etc;
diversified roles on integrated, self-
organizing, self-disciplined teams.
•
Teams reflect, learn and adapt to
Small, Continuous Improvements –
change; work informs the plan.
47
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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48. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Agile Structures Enable Wins Momentum
3. Let’s make it happen!
Product
Traditional Silos Owner
PM BA Designer Developer Tester
Release
Manager
Integrated Agile Team
Capacity
Architect
Planner
The Core Project Team BA Extended
ideally consists of 5-9 (7 Designer BA Project Team
plus or minus 2)
members. Core Project Prod.
DBA Developer PM
Team
Developer Tester
Product
Tech Owner
Security
Ops
Business
Sponsor
48
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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49. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
The Three Steps Related to BABOK
(Highlights Only)
Step 1. What’s wrong . What’s right?
Step 2. Let’s do something about it!
Step 3. Let’s make it happen!
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com
50. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
1. Have a positive outlook.
2. Be a realistic but positive problem-solver.
3. The Cup is usually more than half full.
"The measure of health is the
disposition to find good
everywhere.“
…Ralph Waldo Emerson
Copyright © 2008 by Harry Mingail of www.harrymingail.com
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51. How BA’s and PM’s Anticipate and Turnaround Troubled Projects: Tips and Techniques
Copyright © 2008 by Harry Mingail of www.harrymingail.com
Extracted from 2 day webinar workshop from www.performancewwi.com