ABSTRACT
There are times in the lives of all project managers when our projects hit snags or are at risk of failure. This chapter contains tips and advice about recognizing the warning signs and taking effective corrective action. Some possible remedies are well-known. Others require more ingenuity and courage. The baseline for control must be the original project schedule and budget breakdown, as subsequently amended by authorized changes. The project manager and the PMO will want to challenge and seek remedies for any forecast or estimate that threatens the established project budget or schedule. Also, an organizational culture of continuously revising targets and then failing to achieve them is never acceptable. Remedies, however, must always be acceptable, practicable and achievable. Concurrent engineering is a fairly rare but ultimately rewarding process that relies on close cooperation between a project client and the project contractor.
