Is it time to end the project?

The last project was decided to exit since January last October. After six months, although I did not gain nothing and learned a lot, I did find many problems. In the morning, I suddenly saw the previous

Kimberly weisul Article : It is time to end the project. I think it is similar to the current project, so I will inspire myself.

 

 

Is it time to reduce your losses? This may be one of the most difficult decisions that senior managers must make. However, some enterprise action plans are an incredible bottomless pit for money, time, and even the entire business, and at the same time it seems that there is no return.

These black holes are a little extended by calling the phrase "Raising the commitment to practices in failure", which is often associated with the Vietnam War. The challenge for managers is to know when more resources should be obtained for projects that greatly exceed the budget and when they should be completely abandoned.

Georgia State University J. professor Mark kill from the Mike Robinson Business School and Professor maganas mahaalin from the Stockholm School of Economics explain which signs indicate that a project is not smooth, it has completely become a black hole. Although both of them are information technology experts, Kiir said: "I do not keep saying that these steps also apply to other types of projects ."

More than a decade ago, kill and maalin managed an in-depth survey of 579 IT auditors and the case studies released by four large IT applications. Using this study, the current work depicts alerts for three "black holes:

1. floating stage

When a project fails to reach a true agreement on what should be achieved, it will immediately jump on the horse. KIIR and maalin see it as starting a trip without a specific destination or with a destination but no map. If you get a positive answer to any of the following questions, your project will either float or be in serious danger.

Considering its goal, the project has been in progress for a period of time without reaching an agreement between key stakeholders.
This project has been in progress for a while without reaching an agreement on how best to achieve the project goal.
Although it has spent quite a lot of time and money, it is poor to deliver things on schedule, if any.
Work continues despite vague and ambiguous project regulations.
The conflicts with the objectives and directions of the project have not been resolved.

2. Treatment symptom stage

This is where people are stuck: The Project Manager basically starts treating symptoms without realizing that these problems may be interrelated and unsolved. Of course, it takes time and money to treat these symptoms, and it is almost useless to push the project forward. If you are treating symptoms, the following describes how to deal with these symptoms:

You can solve project-related problems in the form of water.
Once a problem is solved, another problem will appear immediately.
Each problem is said to be unrelated to others and handled independently.
The actions taken to solve the problem constitute a minor adjustment or an "expediency plan ".
The problems that can be solved do not need to be reviewed or reconsidered for the purpose or direction of the project.

3. Reasonable duration

At this point, managers usually try to eliminate the troubles of the past by explaining the problems they have solved and the way forward. Given all the money that has been spent, they think it would be absurd to exit now. They also claimed that any other action would make the situation worse. The following are your signs of renewal for rationalization:

Supporters of the Project constantly propose new reasons why the project must be completed.
Experts are recruited to evaluate the project, but they may be motivated to complete the project.
More and more people outside the project question the decision to continue the project.
Given the increase in estimated costs, experts have outlined alternative options, abandoned projects, and even increased costs or increased uncertainty.
Although people are increasingly aware that the project is in a state of chaos, the assumption at that time was that it will eventually bring the project out of the predicament.

Have you seen these stages in your project? What stage do you want to add?

 

(Original link: http://blogs.bnet.com.cn /? Uid-17282-action-viewspace-itemid-20239)

 

 

I recently read "deep understanding of software project behavior patterns" and think that our project is a true portrayal of "dead fish". If we say that we did not have a strong taste in the early stage, we will see this result later, when the project stops, no one can point out that the dead fish is here. Because we cannot provide detailed proof to the header, this project is finished.