ISBN: 978-0-9879881-0-2

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CHI Software Design
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© 2012 CHI Software Design. All rights reserved.

"PMI®", the PMI logo, "PMP®", the PMP logo, "PMBOK®" are registered marks of Project Management Institute, Inc.

TABLE OF CONTENTS
A Learning Guide for Rescue the Problem Project

Section 1: About this learning guide

- Purpose

- How to use

- Track

- Prereading

- Reading

- Review

- Apply

- What is a document repository?

- Use project management templates

- Sources of project management templates

- About the WBS diagrams

- Documenting PDUs earned for PMI certification

- Section Notes

Section 2: Rescue the Problem Project Learning Guide

- Part I Understanding the Process

- WBS Diagram

- WBS Dictionary

- WBS Checklist

- Part II Auditing the Project

- WBS Diagram

- WBS Dictionary

- WBS Checklist

- Part III Analyzing the Data

- WBS Diagram

- WBS Dictionary

- WBS Checklist

- Part IV Negotiating a Solution

- WBS Diagram

- WBS Dictionary

- WBS Checklist

- Part V Executing the New Plan

- WBS Diagram

- WBS Dictionary

- WBS Checklist

- Part VI Doing It Right the First Time

- WBS Diagram

- Checklist

- Section Notes

A Learning Guide for Rescue the Problem Project

About this learning guide

This learning guide is part of the pduOTD Primer series for Project Management. It has been developed by pduOTD.com (PDU of the Day) to accompany the book Rescue the Problem Project Note 1 by Todd C. Williams, PMP.

Purpose

This learning guide provides:

- A guide to the recovery process from Rescue the Problem Project (RPP)

- A work breakdown structure (WBS) and action items for the recovery manager.

- Documentation for earning PDUs for PMI® certifications.Note 2 PMP®s can earn up to 10 PDUs for reading Rescue the Problem Project and working through this learning guide.Note 3

The six parts of section 2 of this learning guide mirror the six parts of the book.

Each section contains:

- A WBS diagram that maps the deliverables required for the part of the recovery project.

- A WBS Dictionary that defines each deliverable.

- A WBS Checklist that elaborates on each deliverable (described in more detail below).

The WBS Checklist

- The checklist expands on the dictionary and provides page references to Rescue the Problem Project.

- The checklist suggests who should be assigned responsbility and accountability on a responsibility assignment matrix (RACI).

- The checklist should be customized. You should add additional information, edit items and delete items to make the checklist suit your recovery project.

How to use

This learning guide is designed to help you work with Rescue the Problem Project in five stages:

- Track,

- Prereading,

- Reading,

- Review and

- Apply.

Track

1. Download the category C documentation template (http://www.pduotd.com/rpp_download) from the pduOTD.com  website.

2. You can use this document to track the dates and time you spend studying Rescue the Problem Project.

3. You can use this document to take chapter notes and notes about your learning activities.

4. This document also contains a category 'C' certificate for your PMI® audit folder.

Prereading

1. Think about a project that was challenged, in trouble or failing.

2. Before you start reading a specific part, such as Understanding the Process,

- Read the chapter titles and headings in the table of contents.

- Flip through the pages of the part, skimming the headings, reviewing paragraphs and bullet points.

3. Read the learning guide for that part

- Skim the WBS diagram and WBS dictionary.

4. Ask yourself questions based on the learning guide:

- "Why do we need a written statement here?" or

- "How would I prepare for the negotiation meeting?"

5. Make notes in the category C document you downloaded from the pduOTD.com website.

Reading

- Read through the part of the book, taking notes of key points and insights that Todd C. Williams presents.

Review

1. Review the material.

2. Review the Chapter Takeaway.

3. Review the learning guide.

4. Review the questions you had after your prereading. Were they answered?

5. Make notes of the answers in your category C document.

Apply

1. Actively work through the checklist. Personalize it and make it your own!

- How would the checklist items apply to a project that is challenged, in trouble or failing?

- Customize the checklist based your experience, the size of the project, the complexity of the failure, and the project maturity of your company.

- Do you need all of the items in the checklist? Your project is unique; the same is true for your checklist.

- You should add additional information and edit items to make the checklist suit your recovery project.

2. Store the checklist in a document repository, along with the recovery plan and supporting documents.

What is a document repository?

Just as the project plan is a collection of artifacts including documents, diagrams, email, minutes, etc., so too is the project recovery plan. During the process of auditing, planning, and executing the recovery project, the recovery process will generate a large number of documents.

There are many document organization systems in use. We will refer to the document organization system as the document repository. This could be a folder for documents, a SharePoint project, pages of a Wiki, or an EvernoteNote 4  notebook. In any case, this learning guide will refer to it as your document repository.

Tailor your checklist to fit your document repository. In the document repository, you will create documents and templates for the deliverables that you will use during the project recovery process.  Use the tailored checklist as an organizational tool for the document repository.

Use Project Management Templates

A valuable tool for the recovery manager is the use of project management templates, rather than starting from scratch.

Sources of Project Management Templates

- Your company or organization may have these as part of a Project Management Office (PMO).

- The Rescue the Problem Project website Note 5 has several free templates.

- To access the templates, login is required to the RPP website (registration is free). Sign in and look for the bonus material menu item.

- Project Management templates are also available from various websites:

- ConceptRed has a set of PM templates called PM TemplatesPlus Note 6

- The Oregon government (Oregon.gov)Note 7  created a collection of free templates for the PMBOK® Guide - Fourth Edition. These are described as "... templates from the Project Management Institute, aligned with the PMBOK® Guide - Fourth Edition and modified for the Oregon Department of Human Services. The templates can be viewed with Microsoft Word® and Excel®, and can be modified to your specific project's needs."  Note 8

About the WBS diagrams

The WBS diagrams for this learning guide were prepared using FreemindNote 9 , an open source mind mapping application. The WBS diagram for the top level of the recovery project is shown below, and then each node is elaborated later in this learning guide.

Downloading PMI® Category C documentation template

A key purpose of this learning guide is to document the PDUs[*] you have earned while reading and studying Rescue the Problem Project.

PMI® randomly selects a small percentage of re-certification applications for auditing. If you are selected for an audit, you must provide supporting documentation.

A documentation template for recording time spent, a certificate of Category C activity and notes pages for Rescue the Problem Project can be downloaded from the pduOTD.com website. (http://www.pduotd.com/rpp_download)

Documenting PDUs earned for PMI® certification

Download the category C documentation template (http://www.pduotd.com/rpp_download) for recording the time spent reading and studying Rescue the Problem Project.  Fill in the certificate and file it in your PMI® audit folder. It is also a good idea to keep any chapter or learning notes in your audit folder as well.

Whether you use this template or not, we recommend recording the start date and end date, as well as the time spent, for each section of the book.

You will need this information when recording PDUs for this activity. You will be required to enter this information in the PMI® CCRS.[*]

*Disclaimer: Granting PDUs is at the sole discretion of PMI®. Neither pduOTD.com nor Todd C. Williams guarantees the acceptance of any PDU credit(s) by the PMI®.

Download the pduOTD.com Certificate of Category C Activity (http://www.pduotd.com/rpp_download) for this learning guide from the pduOTD.com website.

Complete the certificate by filling in the blanks for Name, Start & End Date and your Industry.

Save this certificate in your PDU Audit folder.

Disclaimer: Granting PDUs is at the sole discretion of PMI®. While we sincerely believe that these activity hours comply with PMI guidelines, neither pduOTD nor Todd C. Williams guarantees the acceptance of any PDU credit(s) by the PMI®.

Section Notes

1 Williams, Todd C. Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure. 1st ed. USA: AMACOM, 2011. Print. ISBN 978-0-8144-1682-2. In this learning guide, citations for this book will be in the form p 1 or pp 1-277.
2 PMI® is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations. PMP® is a certification mark of the Project Management Institute which is registered in the United States and other nations.
3 The Category C PDU estimate is based on specific guidelines developed by pduOTD.com.
4 Evernote Corporation. Web. "Remember everything. Capture anything. Access anywhere. Find things fast."  <www.evernote.com>.
5 Williams, Todd C. Web. <www.rescuetheproblemproject.com>. (RPP site references may require registration/login).
6 Concept Red. Web. <www.concept-red.com>.
7 Oregon State Government. Web. <www.oregon.gov>.
8 eBookBrowse. Web. <http://ebookbrowse.com/pcoe-pmbok-4th-edition-templates-doc-d138106163>.
9 Freemind. Web. <www.freemind.sourceforge.net>.

Rescue the Problem Project Learning Guide

Part I Understanding the Process: Realizing a Problem Exists

WBS Dictionary

1 Problem realized

The steering committee has identified the project as in trouble, a recovery manager has been assigned and there is a plan for developing the recovery plan. (pp 1-30)

1.1 Written statement

The steering committee must, in writing, declare that "the project is Red." (p16)

1.2 Funding approval

Executives must approve funding to "bring in a qualified person to recover the project." (p16)

1.3 Recovery guidelines

The steering committee must establish guidelines that "detail the bounds" of the recovery manager's work. (p16)

1.4 Assignment of recovery manager

The steering committee selects and assigns a recovery manager. (pp 17-24)

1.5 Mission statement for the recovery

The recovery mission statement "defines the recovery guidelines for the engagement, the reasons a recovery manager is required and the expected results." (p 24)

1.6 Statement of Work (SOW) for the recovery

The SOW is similar to the project charter. It defines the "who" and the "what" for the recovery. (pp 24-28)

1.7 Recovery manager's plan

The recovery manager develops a plan for developing the project recovery plan. (p 29)

WBS Checklist

The deliverable for this phase is the plan for building a recovery plan, which is developed by a recovery manager assigned to a project that has been declared to be in trouble (red).

The checklist should be customized. You should add additional information, edit items and delete items to make the checklist suit your recovery project. The checklist suggests who should be assigned responsbility and accountability on a responsibility assignment matrix (RACI).

For your problem project and project recovery, determine whether you need to have or already have these documents/ templates stored in your document repository:

[ ] 1.1 Written statement that declares the "project is in trouble" (p 16)

This could be a memo, an email or the minutes of a Steering Committee meeting.

RACI: The Steering Committee is both responsible and accountable.

[ ] 1.2 Funding approval by steering committee/ stakeholder for a recovery manager (p 16)

If required, this could be a memo, an email or the minutes of a Steering Committee meeting.

RACI: The Steering Committee is both responsible and accountable.

[ ] 1.3 Recovery guidelines that detail the bounds for the recovery manager (p 16)

The size and formality of this document will depend on the size of the project and whether the recovery manager is an internal or external resource.

This document should include timeframes, budgets and any other constraints on the recovery. A key constraint that should be addressed is whether the project can be cancelled or not.

RACI: The Steering Committee is both responsible and accountable.

[ ] 1.4 Assignment of a recovery manager (pp 17-24)

This could be a memo, an email or the minutes of a Steering Committee meeting.

RACI: The Steering Committee is both responsible and accountable.

[ ] 1.5 Mission statement for the recovery (p 24)

The mission statment for the recovery project is similar to the project charter for a project.

The success of the recovery project is critically impacted by the "guidelines for the engagement, the reasons a recovery manager is required and the expected results" contained in the mission statement.

RACI: The Steering Committee is both responsible and accountable.

[ ] 1.6 A Statement of Work for the recovery (pp 24-28)

In the chapter takeaway (p 30), Todd C. Williams says,

"the Statement of Work should include:

- The parties responsible for approving the recovery plan.

- The responsible party to oversee implementing the recovery plan.

- The engagement's extent - which phases are part of the assignment and any conditions (such as a review of audit findings before going into analysis).

- The deliverables from the engagement, frequency of reports, and their recipients.

- The recovery guidelines.

- The recovery manager's reporting structure (which should be someone on the steering committee)."

RACI: The Steering Committee is both responsible and accountable.

[ ] 1.7 Recovery manager's plan

This document describes the next steps that the recovery manager is going to take to develop the recovery plan.

RACI: The Recovery Manager is responsible for the document, the Steering Committee is accountable.

Part II Auditing the Project

WBS Dictionary

2 Project audit

The project audit describes the current state of the project in terms of people, scope, timeline, and technology. (p 31)

2.1 Organizational roles & responsibilities

This document maps out the organizational roles & responsibilities of the extended team. (p 34)

2.2 Interview plan

This document details who will be interviewed during the project audit. (pp 35-43)

2.3 Subcontractor interviews

The subcontractor interviews should include the subcontractor management and as much of the subcontractor team as possible. (p 40)

2.4 Interview documentation

The recovery manager should maintain documentation of the interviews conducted.

2.5 Project source artifacts

Inception documents for the project should be included in the project audit. These may be the request for proposal (RFP), project proposal, contracts, project charter or other inception documents. (p 50)

2.6 Change request log/change orders

This document describes approved changes to the scope of the project. (pp 50-51)

2.7 Requirements traceability matrix

This document matches the project specifications to the source documents, which detail the origin or alteration of the specification(s). (p 51)

2.8 Scope reconciliation list

This document describes differences between the approved scope and the current specifications. (p 50)

2.9 Project constraints

This document describes the triple constraints of the project. (pp 63-64)

2.10 Original schedule estimation parameters and process

This document describes the parameters used to build the original schedule, including the method and processes. (pp 64-68)

2.11 Progress reporting process documentation

This documenatation describes how progress on the project is reported by the team to the recovery manager. (pp 68-71)

2.12 Project technology issues

This document describes technology issues that impact the scope, budget or timeline. (pp 74-79)

WBS Checklist

The deliverable for this phase is the project audit, which describes the current state of the project in terms of people, scope, timeline and technology.

The checklist should be customized. You should add additional information, edit items and delete items to make the checklist suit your recovery project. The checklist suggests who should be assigned responsbility and accountability on a responsibility assignment matrix (RACI).

For your project audit, determine whether you need to have or already have these documents/ templates in your document repository:

[ ] 2.1 Organizational roles & responsibilities (p 34)

The recovery manager must map out the organizational roles and responsibilities and then validate this with the rest of the team.

RACI: The recovery manager is responsible, the Steering Committee is consulted.

[ ] 2.2 Interview plan (pp 35-43)

Todd C. Williams (p 36) suggests three questions for a 30 minute meeting:

- What are the issues for this project?

- What would you do to fix it?

- What do you expect of the recovery manager?

RACI: The recovery manager is responsible, the Steering Committee is consulted.

[ ] 2.3 Subcontractor interviews (p 40)

The recovery manager should review the subcontractor's SOW and contract before interviewing the subcontractor.

RACI: The recovery manager is responsible, the Steering Committee is consulted.

[ ] 2.4 Interview documentation

This could be notes, recordings, transcripts or email summarizing the individual's answers.

RACI: The recovery manager is responsible and accountable.

[ ] 2.5 Project source artifacts (p 50)

This includes the request for proposal (RFP), project proposal, contract, project charter or other inception documents.

RACI: The project team is responsible for providing these, the Steering Committee is consulted and the recovery manager is accountable.

[ ] 2.6 Change request log/ change orders (pp 50-51)

The change request system can be in the form of a document or documents, a spreadsheet or reports from a change management and tracking system.

RACI: The project team is responsible for providing these, the Steering Committee is consulted and the recovery manager is accountable.

[ ] 2.7 Requirements traceability matrix (p 51)

The requirements traceability matrix (RTM) is a valuable tool for correlating the high-level requirements with the detailed design and features. It helps to confirm that all high-level requirements are being addressed in the project.

If the project doesn't have an RTM, the recovery manager will have to work with the team to determine what the high-level requirements are; what the detailed design and features include; and how these correlate.

An RTM template is part of the Oregon.gov template set (Template) (Guide)

Todd C. Williams describes how he used an RTM to represent scope creep in an executive presentation (p 59) and that RTM can be viewed on the RPP website Scope Creep Presentation. Note 1 The RPP website will require registration and login to download these bonus materials.

RACI: The project team is responsible for providing these and the recovery manager is accountable.

[ ] 2.8 Scope reconciliation list (p 50)

The recovery manager reviews documents that detail the scope of the project to build this document.

The scope of the project is described by items in the contract, requirements documents that indicate how the requirements fulfill those contract items and by features included in each requirements specifications.

RACI: The recovery manager is both responsible and accountable for this document.

[ ] 2.9 Project constraints (pp 63-64)

This document details the project's triple constraints - schedule, budget, and scope.

RACI: The project team is responsible for providing these, the Steering Committee is consulted and the recovery manager is accountable.

[ ] 2.10 Original schedule estimation parameters and process (pp 64-68)

This document describes how the original schedule for the project was determined.

If  the original schedule estimation process was not suited to the project, or was poorly executed, the original schedule will be unrealistic.

An estimation template and process document can be downloaded from the RPP website Estimation Tool Note 2

RACI: The project team is responsible for providing this information, the Steering Committee is consulted and the recovery manager is accountable.

[ ] 2.11 Progress reporting process documentation (pp 68-71)

As part of the recovery plan, the recovery manager will determine how progress reporting is to be done during the execution of the recovery plan.

Some points to consider:

- Most project teams are optimistic when reporting their progress, as opposed to realistic.

- Percentage complete is a poor measure of progress. Alternatives include Complete/Incomplete and Work Remaining.

- Complete/Incomplete - Break deliverables into action items and use Complete/Incomplete for each action item. Report on the number of  completed items.

- Work Remaining - For each deliverable, determine the time spent to date and the team's estimate of the time remaining to complete the task.

- Watch for what Marc Löffler (blog.scrumphony.com) calls "Watermelon Reporting." Note 3 - a phenomenon where the project status is red but is getting greener and greener when climbing the management ladder.Note 4

- Determine whether the actual progress has been adjusted or misstated - by the project team, by the project manager or by levels above the project manager.

RACI: The recovery manager is responsible and accountable for developing the progress reporting process, the project team is accountable for following the process and the Steering Committee may be consulted.

[ ] 2.12 Project technology issues (pp 74-79)

"Technology has a strong impact on any project, even more so in high-tech projects." (p 78)

RACI: The recovery manager is responsible, the Steering Committee is consulted.

Part III Analyzing the Data

WBS Dictionary
3 Proposed recovery plan

The proposed recovery plan includes the recommended project charter, communications plan, and recovery project plan (p 81)

3.1 Audit report

The audit report was created in phase 2 and is an input to the proposed recovery plan. It describes "what went wrong and what needs to happen before continuing with the project." (p 83)

3.2 Process implementation report

The proposed recovery plan includes steps to "implement or amend missing or ineffective processes" (p 86)

3.3 Meeting minutes template

This template is used for every meeting to ensure consistency (p 87)

3.4 Meeting minutes repository

Meeting minutes are archived for future use (p 87)

3.5 Change management process

The recovery project uses a formal change management process with change requests, a change log and Change Review Board (p 88)

3.6 Risk register

Create a new risk register or refresh an existing risk register. (p 90). Adjust the risk register and risk contingency funding. (p 91)

3.7 Short horizon schedule

Create a "2- to 3-week schedule to guide the team through the recovery process" (p 92)

3.8 Team resourcing plan/ people & skills matrix

"People are a project's most critical attribute. ... Dealing with people - who have lives beyond the project - make this part of the recovery difficult and potentially emotional." (p 93)

Todd C. Williams discusses "what to look for and how to plan for the right team, the effects of being denied the appropriate resources" (p93) and methods to deal with team deficiencies.

3.9 Restructure the team

Determine which actions are required on the project team; these may include coaching, training, replacing and healing. (p 95)

3.10 Communications plan

"Communications problems plague every project. In red projects, it is worse ... " (p 100)

"A communication plan ensures an effective pattern and schedule of communication-related activities that are considered through the course of the project." Note 5

3.11 Contractor plan

The proposed recovery plan should enforce the contract and the change management process. (p 99)

3.12 Customer/ stakeholder negotiation

The proposed recovery plan will make the executive stakeholders (the steering committee, project sponsor, and executive management) accountable.

The changes to the project's schedule, budget and components will inevitably require compromise. The recovery manager will facilitate the negotiation between the stakerholders. (pp 100-103)

3.13 Technology plan

"Technology's contribution to a project's failure is difficult to assess." (p 109)
The technology plan addresses changes that need to be made to the technology aspect of the recovery project. (pp 109-117)

3.14 Rebuilt schedule

Based on the WBS and other project constraints, a schedule for the recovery can be built. (pp 122-123)

3.15 Methodology assessment and recommendation

"... in many cases, the (project management) methodology is the problem" (p120)

Todd C. Williams compares three methodologies (classical, agile, and critical chain) that can be used for a recovery project.

Ch10, Ch11, Ch12, Ch13 (pp 119-181)

WBS Checklist

The deliverable for this phase is the proposed recovery plan, which includes the recommended project charter, communications plan, and project plan.

The checklist should be customized. You should add additional information, edit items and delete items to make the checklist suit your recovery project. The checklist suggests who should be assigned responsbility and accountability on a responsibility assignment matrix (RACI).

For your proposed recovery plan, determine if you need to have or already have these documents/templates in your document repository:

[ ] 3.1 Audit report

A Sample Audit Report Note 6 is available on the RPP website.

RACI: The recovery manager is responsible and accountable.

[ ] 3.2 Process implementation plan (p 86)

The proposed recovery plan includes steps to "implement or amend missing or ineffective processes." (p 86)

RACI: The recovery manager is responsible and accountable.

[ ] 3.3 Meeting minutes template (p 87)

A Meeting Minutes Template Note 7 is available on the RPP website.

RACI: The recovery manager is responsible for developing, the project team is accountable for using it.

[ ] 3.4 Meeting minutes repository (p 87)

The meeting minutes repository is part of the document repository.

RACI: The recovery manager is accountable for developing, the project team is accountable for using it.

[ ] 3.5 Change management process (p 88)

"Implementing a change management process, or following an existing one, is one of the project's thankless jobs." (p 88) "Next to communications, scope creep and poor definition are the primary common problem on projects." (p 90)

Changes to the recovery project should be managed through a system of change requests and change review, which allows for a complete understanding of the impact of the change to the project's schedule and cost.

RACI: The recovery manager is accountable for developing, the project team is accountable for using it.

[ ] 3.6 Risk register (p 90)

Create a new risk register or refresh an existing one (p 90). The risk register facilitates communication of risk items during regular status meetings.

The risk management process includes updating the risk register by adding newly identified risks and removing risks that did not occur. The recovery project manager should determine the appropriate level of risk contingency funding for the project. (p 91)

"People are a project's most critical attribute. ... Dealing with people, who have lives beyond the project, make this part of the recovery difficult and potentially emotional" (p 93)

Todd C. Williams discusses "what to look for and how to plan for the right team, the effects of being denied the appropriate resources" (p93) and methods to deal with team deficiencies.

RACI: The recovery manager is accountable for developing, the project team is accountable for reporting newly identified risks and changes to risk items.

[ ] 3.7 Short horizon schedule (p 92)

The short horizon schedule is a 2- to 3-week schedule that guides the team during the recovery process. (p92)

RACI: The recovery manager is accountable for developing.

[ ] 3.8 Team resourcing plan/ people & skills matrix (p 94)

"Create a matrix of the people and required project skills." (p 94)
Make assignments to the matrix .

RACI: The recovery manager is accountable for developing.

[ ] 3.9 Team restructuring plan (p 95)

The recovery manager will need to coordinate with resource management for assignment changes.

RACI: The recovery manager is accountable for developing, the steering committee and human resources are consulted.

[ ] 3.10 Communications plan (p 100)

Some points to consider:

- Regularly schedule status meetings are essential to success. (p103)

- If present, curb the project's tendency to create watermelon reports.Note 3

- Marc Löffler suggests "Transparency, transparency, transparency& tools like burndown charts and backlogs, from agile, and dashboards or kanban boards"  Note 4 will create trust for the progress reporting and facilitate accountability on the project team.

RACI: The recovery manager is responsible and accountable.

[ ] 3.11 Contractor plan (p 99)

The work to be done by subcontractors will be included in the WBS and external deadlines will impact the recovery project schedule.

The recovery manager should understand the source of issues with a subcontractor and the tools available to the organization to ensure compliance.

RACI: The recovery manager is responsible and accountable.

[ ] 3.12 Customer/ stakeholder negotiation (pp 100-103)

"Recovery managers must make two types of changes to the project. The first is to bring the project back into contractual  (baseline) bounds. ... The second is an adjustment in the project to accommodate lost time and additional expense."  (p 102)

"The recovery manager should develop three plans - one to meet the recovery guidelines, one with fewer features, and one with more." (p 103)

RACI: The recovery manager is responsible and accountable.

[ ] 3.13 Technology plan (pp 112-113)

Technology issues are usually specific to the project. In Chapter 9, Todd C. Williams discusses common issues and resolutions to technology that need to be addressed by the recovery manager.

RACI: The recovery manager is accountable for developing the technology plan. The recovery manager may use the technical reources of the team or may choose to use external resources in developing the technical plan.

[ ] 3.14 Rebuilt schedule

Create a schedule that fits by changing scope and resources or by changing the schedule to fit the scope and resources available.

RACI: The recovery manager is accountable for developing.

[ ] 3.15 Methodology assessment and recommendation (pp 119-181)

The recovery manager should determine if the most appropriate project methodology is being used on the project and reccomend a methodology and practices for the recovery project.

Chapter 10 describes the impact of project management methodology on the recovery project.

Chapter 11 describes agile project management methodology.  On page 137, Todd C. Williams describes the use of Feature cards and a Sample Feature Card Note 8 can be found on the RPP website.

Chapter 12 describes the critical chain methodoloogy.

Chapter 13 ties these chapters together, comparing the methodologies and indicating what type of project is best suited to each methodology.

RACI: The recovery manager is accountable for conducting the assessment.

Part IV Negotiating a Solution

WBS Dictionary

4 Approved recovery plan

The approved recovery plan includes the scope of work, tentative timeline, potential resource list, initial risk register and assumptions made about the recovery project.

4.1 Three options

"The recovery project manager should prepare three options for the recovery:

- An optimal plan matching the recovery guidelines.

- A plan well within the guidelines (i.e., lower cost, shorter timeline, etc.).

- A plan in excess of the guidelines (i.e., more features, longer time, etc.)" (p 191)

4.2 Detail team changes

This document details the assignment changes, responsibility changes, and actions required. (p 192)

4.3 Detail scope changes

This document details the changes that were made to the project scope during the negotiation process. (p 193)

4.4 Timeline

This document details the changes that were made to the schedule during the negotiation process. (p 195)

4.5 Budget

This document details the changes that were made to the budget during the negotiation process. (p 195)

4.6 Negotiation presentation

This consists of the preparations made for the negotiation: the background information (p 196), the meeting setup and format (p 197) and the meeting agenda. (p 200)

WBS Checklist

The deliverable for this phase is the approved recovery plan, similar to a new project plan, describing the scope of work, schedule/ timeline, resource list, risk register, and project assumptions.

The checklist should be customized. You should add additional information, edit items and delete items to make the checklist suit your recovery project. The checklist suggests who should be assigned responsbility and accountability on a responsibility assignment matrix (RACI).

For your approved recovery plan, determine whether you need to have or have these documents/templates in your document repository:

[ ] 4.1 Three options (p 191)

Todd C. Williams suggests that, in the negotiation meeting, the recovery manager start by presenting the plan that meets the guidelines. Based on the sentiment of the meeting, the recovery manager can drop to the lower option or present the larger option for consideration.

RACI: The recovery manager is responsible for presenting the options. The steering committee is accountable for selecting the option for the recovery.

[ ] 4.2 Detailed team changes document (p 192)

"Concisely describe the changes, past and future, including the reasons (for team changes) without assigning blame." (p 192) (Bold added for emphasis.)

RACI: The recovery manager is responsible and accountable for this document.

[ ] 4.3 Detatiled scope changes document (p 193)

Build a table showing what is in and out of scope for the recovery project.

RACI: The recovery manager is responsible and accountable.

[ ] 4.4 Schedule/ timeline (p 195)

The recovery project timeline can be shown in various ways. Project managers often favor the Gantt chart which is the product of project scheduling software. Executives may not favor the Gantt chart and may prefer to see the timeline presented in phases, iterations or overlaid on a weekly or monthly calendar.

RACI: The recovery manager is responsible and accountable for the schedule/ timeline.

[ ] 4.5 Budget (p 195)

"Present the project's cost, but refrain from presenting the details." (p 195)

RACI: The recovery manager is responsible and accountable.

[ ] 4.6 Prepared negotiation presentation (pp 196-202)

The RPP website has an Executive Presentation Template Note 9 that the recovery manager can use to prepare for the negotiation meeting.

RACI: The recovery manager is responsible and accountable.

Part V Executing the New Plan

WBS Dictionary

5 Successful project outcome

The recovery manager will use the approved recovery plan to execute the recovery. Monitoring and control of the project will be guided by the scope of work, tentative timeline, resource list, risk register and budget.

Corrective actions plan

The corrective actions plan identifies actions that need to be taken before you restart/relaunch the project - team changes, team/stakeholder training. (p 215)

Project execution

Using the recovery plan as a guideline Note 15 , the team performs the work identified in the WBS to complete deliverables.

Lessons learned and root causes

This document should describe lessons learned from the project audit and root causes of project problems.

This document should be updated during the project execution if and when old problems resurface. These problems may reoccur because the root cause was not determined during the project investigation. (pp 216-218)

Scope control

Successful project outcome will be dependent on the recovery manager's control of the scope of the project in terms of both the project features and the schedule. (pp 218-219)

WBS Checklist

The deliverable for this phase is successful project completion. The WBS for this phase will be based on the approved recovery plan. The WBS items described in this part are more general and less specific than in previous parts. One key activity of the recovery manager is to execute the WBS of the approved recovery plan.

During the project execution, there are aspects to consider that are described in this part. It is important to consider these aspects in order to achieve a successful outcome of the recovery project.

For your successful project completion, consider the following:

[ ] Corrective actions (p 215)

The corrective actions need to be taken before you restart the project. These corrective actions serve to "reset the baseline" or "reboot" the project. Although some tasks associated with the project outcome have been completed, there is a new WBS, new timelines, possibly new team members. Treat the recovery project like a new project.

RACI: The recovery manager is responsible and accountable for the corrective actions.

[ ] Project execution

The recovery manager acts as a project manager using the recovery plan with the goal of being OTOBOS. Note 10

RACI: The recovery manager is both responsible and accountable for executing the recovery plan.

[ ] Lessons learned and root causes (pp 216-218)

The recovery manager should create and maintain a document detailing lessons learned & root causes of project problems found during the project audit. During this phase, old problems may reoccur because the root cause was not found earlier. (pp 216-218)

RACI: The recovery manager is responsible and accountable.

[ ] Scope control (pp 218-219)

The recovery manager will need to be hyper-vigilant about scope creep and scope control during the project recovery. (pp 218-219)

RACI: The recovery manager is responsible and accountable.

Part VI Doing It Right the First Time

Checklist

This part outlines the key steps in "problem proofing" a project and preventing it from becoming a red project. Successful completion of a project, without it becoming a red project, is the goal of the project manager.

The topics presented in this section are organized into the project phases as described in the PMBOK® Note11 - initiation, planning, execution, monitoring & controlling and closing.

Many projects start experiencing trouble with the initiation phase, which delivers an incomplete or ambiguous project proposal/charter. Also critical to the successful project are the risk register and change management process.

For your project plan, determine whether your project has the following:

- An identified and named guidance team. (pp 224-226)

- A clear, complete project proposal/charter. (pp 226-230) - The RPP website has a WBS example Note 12

- Assembling the right team. (pp 231-237)

- A risk register and risk management process. (pp 239-251) - The RPP website has a Risk Tool  Note 13

- A change management process. (pp 253-261) - The RPP website has a Change Management Process Note 14  template

Section Notes

1 Williams, Todd C. Web. <http://rescuetheproblemproject.com/bonmat/product/show/cid-9/name-scope-creep-presentation/category_pathway-0>
Registration and login will be required to access this bonus material.

2 Williams, Todd C. Web.  <http://rescuetheproblemproject.com/bonmat/product/show/cid-7/name-estimatation-tool/category_pathway-0>

3 Marc Loffler coined the expression "watermelon reporting" to describe project status reporting where the project status is red but gets greener and greener when climbing to the top of the management ladder.

4 Loffler, Marc Web.  <http://blog.scrumphony.com/2011/02/watermelon-reporting/>

5 Williams, Todd C. Web.<http://www.usask.ca/its/services/itproject_services/guidelines/communication.php>

6 Williams, Todd C. Web.<http://rescuetheproblemproject.com/bonmat/product/show/cid-12/name-sample-audit-report/category_pathway-0>

7 Williams, Todd C. Web. <http://rescuetheproblemproject.com/bonmat/product/show/cid-6/name-meeting-minutes-template/category_pathway-0>

8 Williams, Todd C. Web. <http://rescuetheproblemproject.com/bonmat/product/show/cid-13/name-sample-feature-card/category_pathway-0>

9 Williams, Todd C. Web.  <http://rescuetheproblemproject.com/bonmat/product/show/cid-10/name-executive-presentation-templates/category_pathway-0>

10 What is OTOBOS? <http://www.pm4girls.elizabeth-harrin.com/what-is-otobos/>

11 PMBOK is an acronym for the Project Management Body of Knowledge. "PMBOK" is a registered trademark of the Project Management Institute, Inc. which is registered in the United States and other nations www.pmi.org

12 Williams, Todd C. Web. <http://rescuetheproblemproject.com/bonmat/product/show/cid-14/name-wbs-example/category_pathway-0>

13 Williams, Todd C. Web. <http://rescuetheproblemproject.com/bonmat/product/show/cid-8/name-educational-risk-tool/category_pathway-0>

14 Williams, Todd C. Web.  <http://rescuetheproblemproject.com/bonmat/product/show/cid-5/name-change-management-process/category_pathway-0>

15 "And thirdly, the (pirate's) code is more what you'd call "guidelines" than actual rules." Pirates of the Caribbean: The Curse of the Black Pearl. Thank you for reading the end notes for A Learning Guide to Rescue the Problem Project. Mark your calendar -  September 19th is Talk Like a Pirate Day :) . More...  <http://www.imdb.com/title/tt0325980/quotes>