One point before we start this series of posts. The Five D’s for Leading Project Escalations is not about putting in place a process. Our experience at SAP is that lack of process is rarely the issue; in fact, our de-escalation processes are effective and efficient.
Once they’re activated, of course. The most common problem with recovering troubled projects is very straightforward: project leadership waited too long to escalate issue(s) outside of the project. The project is too far gone, too many resources have been spent or burned out, etc.
And the most common reasons that project leadership waited was that they wanted to be sure that “they really had a problem” or they wanted to “try to fix it ourselves.” Very simply, this series of posts will focus on how to find the “bad news” and get it out quickly, appropriately, and effectively.
Filed under: Leadership, Organizational Change Management, Performance Management, PMO, Program Management, Project Management, Troubled Projects Tagged: | de-escalation, escalation
My thoughts exactly!
[...] sklee @ 9:17 am Tags: Escalations, Project Management To add to a discussion that is starting at Crossderry Blog on when to escalate a project, there are two sayings that come to mind. Both of these I heard [...]
Very valid question. How do we ensure that personality and emotion do not make this decision? Can we learn from other industries on how to manage this?
Some more thoughts here:
http://commentsonmyworld.wordpress.com/2008/08/05/twhen-to-escalate-a-project/
Oops – Typo in the link.
http://commentsonmyworld.wordpress.com/2008/08/05/when-to-escalate-a-project/