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Management article
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Reference no. F0709A
Published by: Harvard Business Publishing
Originally published in: "Harvard Business Review - Forethought", 2007
Revision date: 1-Feb-2013
Length: 4 pages

Abstract

In a premortem, team members assume that the project they are planning has just failed - as so many do - and then generate plausible reasons for its demise. Those with reservations may speak freely at the outset, so that the project can be improved rather than autopsied.

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Abstract

In a premortem, team members assume that the project they are planning has just failed - as so many do - and then generate plausible reasons for its demise. Those with reservations may speak freely at the outset, so that the project can be improved rather than autopsied.

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