Imagine a company gets into distress, writes losses for a long time and is threatened to fail. What would a responsible entrepreneur or manager probably do to avoid insolvency? He acquires counsel from experts, purchases a restructurer, tries to save what is left, the turn-around. With distressed projects it’s totally
Great things coming are casting their shadows before. Accordingly I would like to call your attention already now to some important changes in my service portfolio. The last years have shown that my experience and expertise have been increasingly occupied by expert assessments and recoveries of troubled projects and programmes.
Have you ever experienced this? You’re starting a new assignment, and somehow everything looks very familiar to you… When I started my professional career after my university study nearly 30 years ago, I consciously decided against a trainee program or a professionally limited beginner position, but rather for the broad
I have been often asked lately, what is the difference between program and project management. Indeed the borders are in practice often become blurred; structures, roles and responsibilities are not always defined well or lived correctly. And exactly here is where the program manager falls into the trap trying to
The Center for Business Practices (Havertown, USA) conducted a survey in April 2006 with 84, mostly USA based project managers in 3.874 projects. The companies had average project budgets of US$65 Millions per year. 47% of the projects got in trouble, were recovered or were cancelled. Main symptoms: Critical problems