Top three reasons your projects fail.
The organizations, whether large or small suffer immensely from projects failing. Despite how well the traditional project management and the PMBOK defined the significance of triple constraints, there are a number of projects that either fail badly or barely make it to the wire with a lot of revisions on timelines.There seems to be a trend and a bad trend for such failing projects. These reasons are unfortunately true for smaller and less complex projects too.
- Poor or no planning: No one can deny that proper planning always works. This is a very neglected piece although a very important piece of project phases. This comes first in the project phases and the psychology or the culture of most teams(especially in the technical area) is such that, this consumes most of the time and that this is a waste of time.The team heads in the direction of what they call ‘real’ work with incomplete or no planning. That is inviting chaos right there. When the teams skip initiation, requirements, design phases and head straight into the development phase, every step in the way is discovering nuances that are much more major and consume more time to resolve than the time the team spends in planning out the project. Building at least a baseline plan is necessary and need to be accounted for before the real work kicks in.
- Underestimating: Especially with schedule driven projects, when the project is going in a fast paced mode, it is very easy to underestimate the time it takes to complete a task or a phase. If you have both poor planning and also underestimate the project work, then you are dumped right there. And there is a perception that adding resources, applying schedule compression techniques will bring success right away. But remember, they are all coming with a risk. And that needs to be weighed in. For example, adding resources will incur more time to do the interviews, hire and train them.
- Unclear role delineations: On the outside, it seems so obvious that it is very easy to be able to define roles clearly. But, the sad part is that this is a common issue regardless of the size of the organization. Most of the times, even organizational charts are missing, and everyone is unclear of their own responsibilities. Each person assumes that the other person is doing a particular task and that puts the project timelines at risk instantly. And the result of which will be scrambling to get the right resources assigned and also calling in more meetings than necessary to address some basic questions.
If those top three reasons are considered valuable by the leadership team, then the rest of the issues are going to be the traditional project management issues and would not call for disaster and chaos at every phase of project management life cycle.
Hopefully, organizations pay close attention to these easily addressable, time saving, money saving ideas that not only increase the success rate of the projects but also the efficiency.
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