Why Projects Fail

Question 1

What is the project environment?

Answer 1

the context in which the project is undertaken. <br></br>PM must understand the environmental forces <br></br>(internal and external to the organisation) that can impact the project

Question 2

macro-environmental factors

Answer 2

PESTLE
<br></br>
political - policies, pressure groups, the media
<br></br>
economic - customer demand and ability to supply
<br></br>
socio-cultural - demographics, values, attitudes
<br></br>
technological - use of technology to facilitate project activities, processes or communities
<br></br>
legal- ensuring projects are within the law; contracts, health and safety etc.
<br></br>
environmental - physical environment e.g. climate, natural resources

Question 3

micro-environmental factors

Answer 3

factors directly surrounding the project itself or the client/host organisation
<br>
- market rejections (market failure) <br>
- technical <br>
- administrative <br>
- political <br>
- cultural <br>
- motivational <br>

MTAPCM

Question 4

market failure

Answer 4

client/end user/intended beneficiary did not want what the project delivered
<br></br>
why?<br></br>
- client, buyers, end user not consulted properly<br></br>
- too late to market (window of opportunity passed)<br></br>

how can it be avoided?<br></br>

• spend more time understanding needs <br></br>
• communication

Question 5

technical

Answer 5

project did not 'work' as specified 
<br>
why? <br>
- over-ambitious requirements <br>
- poor command over resources <br>

how can it be avoided? <br></br>

• judge whether something can realistically be achieved <br></br>
• do not over-promise <br></br>
• make full use of project management tools

Question 6

administrative

Answer 6

failure to plan, implement, monitor and control effectively
<br></br>
common outcomes include technical problems, time and cost overruns
<br></br>
how can it be avoided? <br></br>
- more time planning and monitoring <br></br>
- make use of project management tools <br></br>

Question 7

political; why are projects political?

Answer 7

= the way in which people acquire and leverage power to get things done their way
<br></br>
why are projects political? <br></br>
- outside organisational rules, processes <br></br>
- not everyone will agree with project <br></br>
- conflicting objectives/priorities <br></br>
- ego

Question 8

cultural

Answer 8

organisational culture<br></br>

problems; <br></br>
- stuck on ‘what works’ closes minds to new ideas <br></br>
- people become complacent and resist challenges <br></br>
- groupthink <br></br>
- disregard for changing market conditions
<br></br>
Difficult to change even when it is strangling an organisation. <br></br> Projects bring about change so are susceptible to resistance

Question 9

motivational

Answer 9

PM fails to motivate people to act in the way the project needs 
<br>
why? <br>
- lacks power <br>
- poor leadership <br>
- people have conflicting priorities/loyalties <br>
- unclear communication <br>
- cultural problems <br>

people are most loyal to those who control their long-term prospects (i.e. manager over PM) <br></br>

what can PM do? <br></br>

• understand what motivates individuals <br></br>
• cooperation <br></br>

Question 10

what kind of political problems arise?

Answer 10

blocking (may cause halting, delay)
<br>
power struggles (takes up management time)
<br>
decreasing trust in organisation
<br>
unpleasant atmosphere

Question 11

political; what can PM do to?

Answer 11

build up social and political capital through <br></br>
- develop alliances with influential people <br></br>
- develop good working relationships with team members <br></br>
- develop reputation as knowledgeable/expert
<br></br>
Gain support from others <br></br>
- understand goals/objectives of others <br></br>

Question 12

what is blocking

Answer 12

political problems often result in blocking, meaning that access to a resource is blocked <br></br>

e. g. insufficisnt support from those who have control over resources may result in those resources not being available <br></br>
e. g. may be unable to gain agreement over something can result in stonewalling (refusal to answer questions, evasive answers)

Question 13

what is stonewalling?

Answer 13

Delay or block (a request, process, or person) by refusing to answer questions or by giving evasive replies, esp. in politics.

Question 14

why do people resist projects (cultural)?

Answer 14

uncertainty, fear of the unknown <br></br>
poor communication, misinformation <br></br>
low trust environment <br></br>
strong peer pressure against change <br></br>

Question 15

cultural; what can PM do?

Answer 15

proactively communicate with those in the organisation affected by change esp. those with access to resources <br></br>
involve, listen, respond

Question 16

Skills needed of project manager

Answer 16

balance of technical, administrative, strategic and human
<br></br>
initiator (generating ideas/proposals) <br></br>
manager (effective use of resources) <br></br>
leader (influence) <br></br>
administrator (plan, monitor, control) <br></br>
negotiatior (win agreements) <br></br>
salesperson (convince others of benefits of projects) <br></br>
politician (develop and use power/capital effectively)

Question 17

Example of failed project

Answer 17

G4S Olympics 2012 <br></br>
3.5k military personnel had to fill the gaps of G4S during the olympics. <br></br> <br></br>

Reasons for failure include; <br></br>

• poor communication with workers
• failure to appreciate size and complexity of project.
• Administrative failure