The views expressed in these introductory reviews are strictly those of Max Wideman.
The contents of the books under review are the copyright property of the respective authors.
Published here July 2013

Introduction to the Books
Book 1 - Project Management: Achieving Competitive Advantage
Introduction | Table of Contents | General Observations and Recommendations
Book 2 - 101 Project Management Problems and How to Solve Them
Introduction | Table of Contents | General Observations and Recommendations
Book 3 - Rescue the Problem Project
Introduction | Table of Contents | General Observations and Recommendations

Book 3 - Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure by Todd C. Williams, 2011

Table of Contents

The contents of this book are set out in twenty chapters, divided into seven parts as follows:

Part I - Understanding the Process and Realizing a Problem Exists



The Basics of the Recovery Process



Management's Responsibility in Identifying the Problem

Part II - Auditing the Project: Understanding the Issues



Assessing the Human Role in Project Failure



Auditing Scope on a Red Project



Determining Timeline Constraints



Examining Technology's Effect on the Project

Part III - Analyzing the Data: Planning for Project Recovery



Determining and Initiating Remedial Action



Building an Extended Project Team



Considering Options for Realigning Technology



Assessing How Methodology Affects the Project



How Agile Methodology Can Assist in recovery



How Critical Chain Methodology Can Assist in Recovery



Comparing the Relative Value of Methodologies for Recovery

Part IV - Negotiating a Solution: Proposing Workable Resolutions



Proposing and Getting Agreement on a Recovery Plan



Dealing with 'Unprojects'

Part V - Executing the New Plan: Implementing the Solutions



Implementing Corrective Actions and Executing the Plan

Part VI - Doing It Right the First Time: Avoiding Problems That Lead to Red Projects



Properly Defining a Project's Initiation



Assembling the Right Team



Properly Dealing with Risk



Implementing Effective Change Management

Each "Part" of the book is introduced with a brief scenario of the ensuing chapters. Each chapter concludes with a "Chapter Takeaway" summarizing the chapter's key points. These Takeaways are useful summaries as memory joggers if you are intent on learning the art of project rescue and recovery from beginning to end. However, if you are already well into a "Red" project and are looking for recommendations in a particular situation, then these Takeaways are a useful adjunct to the Table of Contents.

The total number of pages in this book is 277. There is no Glossary, but there is a short list of End Notes listing several references, a list of further Recommended Reading, and an Appendix containing a list of files on the author's web site.

Introduction  Introduction

14. Williams, Todd C., PMP, Rescue the Problem Project, AMACOM, NY, 2011, p xix
15. Ibid, p7, according to author Todd Williams, a project is red when unanticipated and uncontrolled actions cause senior management to determine that it is performing insufficiently, based on agreed parameters. Being red is a subjective quality of a project, an unanticipated variance from the project's current definition based on each organization's rules. Note that the supplier's portion can be red, while the customer's project is under control, or vice versa.
16. Ibid, fly sheet, back cover.
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