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Those are all realistic scenarios, Ann, but the devil is in the details of how you "fix" or "kill" the troublesome plan. That's another two books worth of material, at least! Just view the Mager & Pipe Performance Analysis Flow Diagram for the most concise "how-to" suggestions. Systematic engineering analytical techniques like Kepner-Tregoe Problem-Solving and Decision-Making also remain relevant as guidance processes.

While the usual remedial emphasis generally seems to be on salvaging some program which has (by definition) powerful advocates, much less attention is typically given to how you terminate a loser. Most times, a bad plan is patched up with baling wire and duct tape, modified, repurposed, reworked and supposedly repaired rather than completely junked. VIPs don't like to admit failure. How to convince leaders once committed to a certain course of action to "kill it" would be an interesting follow-up topic.

Great points all, Jim. This post presents some cursory, high-level guidelines intended to start us thinking about some of the "duds" in our comp portfolios. Just like the proverbial rosebush, that comp package needs regular trimming to remain vibrant and relevant. But knowing what has to go or be fixed ain't the same as getting down and trying to do it. That IS a book or two - certainly at least several blog posts!

Thanks for the comment!

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