11-15-2012 05:06 PM
CIO Magazine says that despite the best efforts of project managers, projects often fail for these reasons:
They also cite unrealistic timeframes, inflexibility, the inability to approve and track changes, micromanagement, expecting software to solve every problem and a lack of measures or metrics. Do you agree or disagree with their list? What is the biggest reason why projects fail?
11-16-2012 07:38 AM
Well you have the subject in the right section, under Project management.
The reason projects fail is ignorant and untrained project managers. These are mostly Excel jockeys these days added to a BS generator. These guys don't know enough about the project itself, mistaking it for the bs doc they file, or about what the users should do and want, and they don't get user buyin or enough money, time and talent to do the job.
The only kind of PMs worth anything are technical PMs..
Precious few of them around any more. They have just become SMEs where they report to of these **bleep** PMs..
11-16-2012 08:38 AM
People with a BUSINESS background are making TECHNOLOGY decisions.
What an MBA knows about the details, unique problems, and all incumbent to bringing a piece of hardware or software to market one could print on a postage stamp and still have ample room to write a best seller.
The attitude is here's so much money, so much time, so much resources now MAKE it happen. There's no consulting or involving people knowledgeable in technology in the business decisions. It's comparable to telling a plumber here's one hundred dollars and one hour now put in a kitchen sink.
I think the worst example of such an attitude is the game software companies: These places are pressure cookers however the pressures aren't the traditional managerial types breathing down someone's neck. It's a LOT more subtle. It's a company cheerleading, rahh rahh approach amounting to a contest of who can volunteer the most uncompensated overtime and spend the biggest chunk of
their lives locked in a cage at the company.
But of course management is going to seek out the lowest cost inputs. IT, programming, and tech nowadays is looked on with the same contempt as janitorial services. It's a dirty messy job and we don't want to do it but we want to pay someone as cheap as possible to.
11-16-2012 09:45 AM
I'd say that too many projects at once,lack of scheduled meetings and not having a specific scope/scope creep are all good indicators of the other things cited (or maybe the other way around?). I've also seen executive and team acquiescence considered buy-in.
11-16-2012 09:50 AM
Is this a trick question? Projects never fail!
Like Gandalf says: "A wizard is never late, a wizard always arrives exactly when he plans to!"
If organizations cared about projects "succeeding", they wouldn't do half the things they do.
Success is overrated, apparently.
11-19-2012 07:19 PM
All of the above can contribute to a projects failure but ultimately, the stakeholders, SMEs, PMs, and BAs don't understand that, although they are collecting requirements, they are not collecting the RIGHT requirements.
11-20-2012 09:09 AM