Managing the Intervention"You might hope that if all the work in the earlier phases was done properly that the execution phase would be painless, but this is rarely the case. The rescue manager needs to stay on top of everything in the rescue plan, and be prepared to go deep into areas that look like they-re getting into trouble. You might, for example, have to wake up an unresponsive employee in the middle of the night in a different time zone to make sure that a computer has been set up for a new employee. This is a simple example. In many cases, the involvement will probably call for a lot more creativity, business knowledge, and persuasion abilities."
This section will address the management of the intervention in the following segments:
This section will give you an overall view of the project rescue manager's role in managing the intervention as well as the 3 areas of expertise they'll be called on to exercise. The section also describes the key threats that the manager must deal with and some threats that the executive sponsor will have to deal with.
You've learned what your role is in managing the intervention from reading the previous section, but how do you get the ball rolling? In this section we'll give you tips on the things you need to do at the outset of your intervention and provide you with a checklist itemizing these things as well as the initial action the item calls for.
You'll need a set of project management tools in order to ensure the success of your project rescue efforts. This section provides you with all the information you'll need to create and maintain your toolkit including: a list of tools, a description of each tool in the list, how to create the tool initially, how to maintain it, how long to spend on maintaining it, and how they all work together.
You know the process, you know how to get the ball rolling, and you know which tools to use in order to achieve the results you want. It's time to check your personal tool inventory. Do you have the project management skills you need to be effective at achieving the project's goals and objectives? In this section we'll explore the tools you'll need and the project problems you'll need them for. We don't attempt to teach you those skills here, just make you aware of them and there importance.
Taken Together"The recommended time to maintain the project rescue management toolkit for regular meetings is in the range of 105 minutes (just under two hours) to 210 minutes (just over three hours). This is a substantial amount of time, but certainly doable. It also does not include the modest time to maintain the business requirements document."
"Coupled with about one to two hours to walk through tools with the appropriate team members, this time commitment is still manageable. The average workdays during project rescues, which are significantly longer than this sum, still leave the rescue manager with enough cycles to accommodate a lot of other work."