When you resume a paused project, do you wonder if it wouldn't be easier to just start again from scratch? Are you frustrated by the politics? Worried about reassembling a burned-out project team? To gain a valuable edge, read 52 Tips for Resuming Paused Projects.
ou face a critical decision. Bookings are up, costs are
down. Business looks like it's improving, and prices of critical
technologies have fallen. That big project you cancelled in 2006
is still a good idea, and you still want to do it. But should
you start from scratch or is there a way to pick up where you
left off? Tough questions.
Here are just a few of the issues:
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As the manager of a resuming project, or as someone who'd like to
resume a cancelled or paused project, you face problems that differ markedly
from the more familiar problems of a startup project, or even a continuing project.
You must master the politics of resuming a project, of course, but that isn't enough.
Once you get underway you'll face problems that you'll never see in a startup or continuation.
For example, if the project was formally cancelled, many of its assets, both human and not, have scattered. Putting them back together again can be a costly endeavor, entailing risks that a startup project or a continuing project never faces.
52 Tips for Resuming Paused Projects is an e-booklet packed with 52 ideas that project managers and leaders of project-oriented organizations can use right now to address the special problems of resuming paused projects. Here are three samples:
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