Avoid Projects that Are Destined to Fail

Overview:

Studies repeatedly show, and practitioners confirm, that a large percentage of projects fail-take longer, cost more, and/or deliver less than expected. The project manager is blamed for “poor management” and replaced by the next victim, who is likely to suffer the same fate. Learn the seldom recognized reason this continues to occur and ways to prevent it. 

Why you should Attend:

Have you (or a colleague) been blamed for a project that failed despite your best, even heroic, efforts?  And, have you seen it happen again and again to you and your fellow professional project managers?  There's a seldom-recognized reason this occurs so often. To counter it, you need to recognize and understand why it’s happening, then apply more effective project initiation methods. This interactive session shows you how. 

Areas Covered in the Session:

• How flawed models destine projects to fail
• Two key points when requirements should be defined
• Business Analyst (BA) vs. Project Manager (PM) roles
• Conventional practices reflected in BABOK and PMBOK
• A different, better approach
• Key-recognizing the two types of requirements
• Problem Pyramid™, systematic disciplined tool
• Guidelines for getting the Problem Pyramid™ right
• Using the Problem Pyramid™ to define projects that succeed
• Negotiating achievable project scope, budget, and schedule

Who Will Benefit:

• Project Managers
• Senior and Middle Business Managers
• Business Analysts
• Product Owners
• Project Team Members
• Developers
• QA/Testers
• Auditors