The principle aim of this article is to identify and explore multiple dimensions of project failures during the entire life of project execution. Many projects fail, especially IT projects. The only way that companies can get better at performing projects is by learning from projects they have carried out. There are small things which can decide fate of project. These all in project management practice and research, has been to see it as a threat and as something that should, if possible, be neutralized, reduced and followed.
Introduction
In a perfect world every project would be "on time and within budget." But reality (especially the proven statistics) tells a very different story. It's not uncommon for projects to fail. Even if the budget and schedule are met, one must ask -
Question - "Did the project deliver the results and quality we expected?"
Answer to this question could be different in different perspective. There is no single method or organizational structure that can be used to manage projects to success. Project failure can happen in any organization and to any project. management tool
There are many reasons why projects (both simple and complex) fail; the number of reasons can be infinite and can fit into different phase of SDLC (Software Development Life Cycle), initiation through go live. Sometimes it's out of the control of a project manager and/or the team members. Sometimes failure is controllable. Failed projects and people involved with the failure have some things in common. I have tried to draft few critical and most basic reasons based on my experience for project failure and may differ project to project.
From outside view, it could be that all reason will roll up to project manager's responsibility and accountability however from my perspective it should be collective responsibility.
Here are the some of the common reasons why project fails - based on my experience.
1. Incompetent Project Manager
First possible cause of project failure is the project manager. A project manager who helps steer the project in a timely fashion and provides sound, inspiring leadership can go a long way toward bringing about a successful project. Reasons like "an incompetent project manager" "project manager unwilling to make decisions," "project problems ignored", "poor management by the project leader," "loss of control by the project manager," and "the failure of the project manager to delegate", "working as only as coordinator" are most important reason given for project failure.
2. Less Involvement of Project Managers
This is always a topic of debate for project managers: Should they just focus on pure project management activities such as reporting, cost and issue tracking, or should they also dive into ground-level review and design? There is no correct answer. Even the biggest project depends on the success of the smallest components. Every detail contains a seed that can mean the difference between success and failure. On relatively inexperienced teams, project managers must be involved in the details for key activities. This will help them have better control of the effort as well as provide true status of the project to stakeholders.
3. Unavailability to Skilled Resources
Every project has some resource estimations before starting of the project and even every vendor submits key personnel details and profile as part of bidding process to acquire project. However picture is always opposite once project is awarded. Initial resource estimations and loading sheet handed over to project managers as part of sales hand over process but I have seen that project managers always struggle for right skilled resources hence it is necessary that leadership team should understand criticality and provide planned/skilled resources on time to avoid project delay or failure.
4. Lack of Proper Planning
Project managers should have clear projects outcomes visibility and should involve himself./herself right from sales hand over as this phase is critical for project success. If you don't have a clear focus at the earliest stage of the process/project, you are making things harder on yourself. This would lead to inappropriate estimations and half cooked planning.
5. Lack of Management Support/Leadership Alignment
It is important to ensure that the senior management remains fully engaged throughout the project life cycle. The involvement e.g. through project update sessions imply that they are willing to take appropriate actions to address issues raised by the project team, mitigate the project risks, provide leadership, thus contributing to the project success.
6. Missing Communication
Communication plan plays very substantial role in project success or failure. Plan should contain stakeholder details I.e name, role, contact no. and email, project team details, escalation matrix and other dependent groups. Information distribution details (stakeholder, information detail, distribution methods, format and frequency) should be clearly defined in plan. To save your project from failure, project manager need to establish a clear communication channel.
Effective communication within any organization is important to keep all your team members on the same page, avoid confusions and keep them motivated. By communicating with your team, project managers can develop an environment of trust, proactively kill conflicts, which would bring the best out of your team and eventually lead to a successful delivery of the project.
7. Ignoring Change Management Process
Take a second before your project starts to undergo significant changes, or even before you look for a technology solution. It's critical to define your change management process steps. A firm understanding of change management principles will serve as a strong backbone for any change management plan. Change is inevitable, irrespective of the size of your project. Whether good or bad, it must be managed well to ensure the project continues without disruption. Every project must have a change control process, and every change request, however small, must go through it. The change's impact should be documented, approved and presented to key stakeholders so that everyone understands its effect on quality, cost and schedule. The focal point of any leader tasked with change must be to align their team with the vision. Communication is a crucial component in ensuring every team member is on the same page.
8. No Risk Management Process
Many projects fail because there is no risk management process as an integral part of the project management process. I am not surprised because I have been on many projects where the risk log is created at the start of the project and then quietly parked, never to be seen again. Then guess what - a perfectly predictable situation arises which no one knows how to react to.
It was in the risk log but no risk response was created so the predictable outcome is a less than optimal project. My own feeling based on my experience is that you ignore risk management in a project at your risk.
9. Inadequate Quality Assurance
Now this is where the technicality comes in. Software projects often fail when no quality assurance activities are planned and no systematic activities are performed to evaluate the quality of development process or ultimate deliverables. This is because managers often fail to project appropriate reviews tests or checkpoints where quality can be verified. Code review is part of this (as defined in #20).
10. Missing Project Management Tools/Framework
Successful projects are based on a methodology or framework that includes project management tools. Right approach can help project managers to stay on top of the project and by using some reliable management tools; project managers can enhance the team's productivity, can increase accuracy and save time by automating activities like task tracking and managing dependencies.
A great number of unsuccessful project results from missing methodology and framework, which leads to inaccuracy and wasted time. There are numerous project management frameworks and methodologies (like Agile, Iterative) and they can support efficient delivery.
11. Company/Project Culture
Company or project culture should not be supported with political environment. It should support competency, skill, professionalism and transparency. If it isn't, team members will not be motivated to do their best. Basically, everyone involved must be participated in their part of the project to successfully complete it. Any actions which project managers take to move project execution from the political arena into an objective and analytical one will improve the project's success. This involves managing and retaining the most highly skilled and productive people. Knowledge is money. It is job of project managers to manage and motivate so that project efforts will experience a zone of optimal performance throughout its life.
12. Inappropriate Prioritization
While some work best on a small number of requirements, others are better suited to very complex projects with many decision-makers. But regardless of when it is done, before a requirement can be prioritized, project managers must consider why requirement is most important from a business standpoint and what would be the impact of this on overall system whether new requirement would add value to overall system or it will be overhead. Project managers should lead prioritization exercise along with all relevant stakeholders. There are a number of possible business considerations, including value, cost, risk, and improve customer experience, stake
