Includes bibliographical references and index.

Project Recovery: Case Studies and Techniques for Overcoming Project Failure; Copyright; Contents; Preface; Chapter 1: Understanding Success and Failure; 1.0 Introduction; 1.1 Success: Historical Perspective; 1.2 Early Modifications to Triple Constraints; 1.3 Primary and Secondary Constraints; 1.4 Prioritization of Constraints; 1.5 From Triple Constraints to Competing Constraints; 1.6 Future Definitions of Project Success; 1.7 Different Definitions of Project Success; 1.8 Understanding Project Failure; 1.9 Degrees of Project Failure; 1.10 Other Categories of Project Failure.

1.11 Summary of Lessons LearnedChapter 2: Causes of Project Failure; 2.0 Introduction; 2.1 Facts About Project Failure; 2.2 Causes of Project Failure; 2.3 Schedule Failure; 2.4 Failures Due to Unknown Technology; 2.5 Project Size and Success/Failure Risk; 2.6 Failure Due to Improper Critical Failure Factors; 2.7 Failure to Establish Tracking Metrics; 2.8 Failing to Recognize Early Warning Signs; 2.9 Improper Selection of Critical Team Members; 2.10 Uncertain Rewards; 2.11 Estimating Failures; 2.12 Staffing Failures; 2.13 Planning Failures; 2.14 Risk Management Failures.

2.15 Management Mistakes2.16 Lacking Sufficient Tools; 2.17 Failure of Success; 2.18 Motivation to Fail; 2.19 Tradeoff Failures; 2.20 Summary of Lessons Learned; Chapter 3: Business Case Failure; 3.0 Introduction; 3.1 Changing Stakeholders; 3.2 Revalidation of Assumptions; 3.3 Managing Innovation; 3.4 Examples of Changing Business Cases; 3.5 Prologue to the Iridium Case Study; 3.6 Rise, Fall and Resurrection of Iridium; Naming the Project "Iridium"; Obtaining Executive Support; Launching the Venture; Iridium System; Terrestial and Space-Based Network.

Project Initiation: Developing Business Case"Hidden" Business Case; Risk Management; Collective Belief; Iridium's Infancy Years; Debt Financing; M-Star Project; A New CEO; Project Management at Motorola (Iridium); Satellite Launches; Initial Public Offering (IPO); Signing Up Customers; Iridium's Rapid Ascent; Iridium's Rapid Descent; Iridium "Flu"; Definition of Failure (October 1999); 3.7 Summary of Lessons Learned; Chapter 4: Sponsorship/Governance Failures; 4.0 Introduction; 4.1 Defining Project Governance; 4.2 Project Versus Corporate Governance.

4.3 Roles, Responsibilities and Decision-Making Authority4.4 Governance Frameworks; 4.5 Governance Failures; 4.6 Why Projects are Hard to Kill; 4.7 Collective Belief; 4.8 Exit Champion; 4.9 When to Give Up; 4.10 Prologue to the Denver International Airport Case Study; 4.11 Denver International Airport; Background; Airports and Airline Deregulation; Does Denver Need a New Airport?; Enplaned Passenger Market; Land Selection; Front Range Airport; Airport Design; Project Management; Baggage-Handling System; Early Risk Analysis; March 1991; April 1991; May 1991; August 1991; November 1991.

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Best practices for picking up the pieces when projects fail There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor. Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Sinc.

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