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Building a New Approach to the Project

"The research and interactions thus far in the project should give the rescue manager an understanding of how to proceed. But there are still major challenges that need to be resolved, including the following:
  • Making it clear to the entire team that there is no magic wand tofix all the problems, but that the initiative is not doomed to failure either
  • Incorporating details into the new approach
  • Generating enthusiasm and motivation in the extended project team
  • Taking control so that future decisions are made more quickly
  • Building an approach that can be adjusted from time to time"
"Building a new approach should never be done in a vacuum; otherwise it will be wrong or will be rejected by members of the extended project team. A process that has worked well on different sized projects begins with a definition of a new approach by the project rescue manager based on the findings and conclusions of the Assessment Phase."
"There are two basic processing directions. Process Loop 1 involves working directly with the executive sponsors, stakeholders, and project team members to share the approach that the rescue manager defines and then incorporate his or her feedback. This requires several iterations to get right. Going into these discussions with a predefined approach, with the stipulation that you are prepared to make any changes that make sense, provides a better start than sitting down with team members and beginning from scratch."
"Process Loop 2 is used to negotiate buy-in from the contributors to the approach, and the extended project team. The key people that are going to ensure that the new approach is followed should already be aligned with the approach because of their involvement with Process Loop 1. However, it may be necessary to show them how the individual contributions of the other stakeholders should fit together."
"Getting buy-in from the extended project team in some cases may require some additional changes to the approach. This may require further discussions with the stakeholders. In most cases, if the extended project team has already been interviewed in the Assessment Phase, thier buy-in may be implicit or relatively easy to obtain."
"The final step, after the extended project team has offered support for the new approach, is to communicate the approach in its final version. This will be discussed in more detail in the next chapter when we examine considerations for the new project plan."
The above is an excerpt from a book written by Sanjiv Purba and Joseph Zucchero, published by McGraw-Hill/Osborne, 2100 Powell Street, 10th Floor, Emeryville, California 94608 U.S.A. Sanjiv has over 20 years of experience managing large projects and many years engaged in rescuing ailing projects.