ABC to Avoid Project Failure

Risk of failure is dwindled by early adequate risk management plan properly applied। While shifting from rigorous to complex exploratory projects owing to the fast moving competitive business environment and mounting sponsor demand, risk of failure augments. It is highly dependent on business type and the Project manager’s exertion to remain within boundaries. Figures in IT reveal only 16% success; Figure 1. (Schwartz, 2005; Nicholson, 2005; Hunter, 1997; Clancy, 1994)

Harold Ainsworth scrutinized many researches aimed at identifying main causes of project abandonment; these consolidated into three main broad lines (Ainsworth, 1998):
- Lack of effective corporate controls;
- Poor project management;
- Lack of independent advice about status and which provides alternative strategy.
Approaches to close the gap arising from these three factors are outlined in the fig। below.

Project manager is to overcome the “don’t rocking the boat” syndrome upon identifying early failure “symptoms”। However, if failure was inevitable, it is useful to remember its positive aspect: “Failure begets knowledge”। Recently, more calling for “learning lessons” are arising, especially in the computer industry where failures were, as to some time ago, being undisclosed and consequently repeated। (Clancy, 1994; Humphrey, 2002)

Regards,
Samer