28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Professor he University of Agriculture Peshawar Pakistan

Mr.Allah Dad Khan
Mr.Allah Dad KhanPeshawar at Consultany Natural Resource Management Specialist IUCN PAkistan à Consultant NRM Specialist I U C N
28.Causes of project failure   A Lecture By Mr Allah Dad Khan Visiting Professor he University of Agriculture Peshawar Pakistan
Causes of Project Failure
A Lecture By
Mr Allah Dad Khan
Weak Requirements Definitions (Leads to
Inadequate Planning)
 If you don’t know where you are going then how do you know when you get
there? A good project manager must know what the target is. Your project
requirements are the target. One way of defining requirements is to describe what
the end result looks like in measureable or object terms. Instead of requiring
software to be friendly or easy to use, how about saying that it has to be simple
enough that a 12 year old child can use it. We can argue about “easy to use”
software but at least we now have an objective measure for our testing.
Inefficient way to document and track
progress
 – this is an oversight on the part of the project manager. Tracking milestones is a
crucial way to see if expectations are being met. Documentation and tracking also
lets the manager identify which areas require more resources to be completed on
time.
Unrealistic project deadlines.
 This often comes in two forms. The most common one is dealing with deadlines
that are inadequate, such as management wanting us to complete a four-month
project in three weeks. Most times, when time becomes a big constrain, we begin
to cut down on the project scope or quality to meet the almost impossible
deadline. It is our duty as project managers to give adequate estimate of schedule
when undertaking a project. In situations where projects are time-constrained, fast
tracking and crashing should be considered first before revising the project scope.
Lack of change control system:
 As mentioned earlier, changes are bound to occur in a project. These changes
could come in various forms, from the client, the management, consumers, the
project manager, the government, or even from a member of the project team.
When a change request is initiated, it is important to goes through a change
control system before being implemented or rejected.
Late involvement of project manager.
 We often get commissions as project managers for projects that are halfway
through the implementation phase. Sometimes, these projects never had a project
managers and we cannot comprehend why projects of such magnitude would
even begin without the involvement of a qualified project manager. Often, when
we begin working on such a project, we spend more time trying to understand the
existing situation and correcting the root cause of the errors, which leads to an
extended schedule and cost.
Lack of project management practice in an
organization
 . Some of you are already wondering if there are organizations that carry out
projects without using project management principles. The simple answer is a
capital YES. Actually, there are more organizations that implement projects
without any project management techniques than these who do. This might be
good, since it means that there are still lots of job out there for us as project
managers.
Unclear Project Objectives
 Most organizations have more opportunities and project initiatives than they can
ever hope to fulfill. Many companies embark upon more initiatives than they
probably should, causing over worked and often unhappy team members.
Weak Project Management
 Your project manager needs to be able to deal with all of the project logistics. They
can’t get caught up in one aspect, and drop everything else. They need to be able to
 – manage time
– manage money
– lead effectively
– communicate
– measure performance
– make decisions
– understand how to analyze test results and adapt the program as necessary
 While this seems to be obvious, projects fail because their manager was not able to
balance all of the above. Make sure your PM can handle it.

Trying to Make the Project Inexpensive
 We all like cutting corners and saving money, right? reasons tech projects failIt’s
great … until your program breaks. Not allotting adequate funds to a project can
have serious consequences. Initially underfunded projects come back late, over
budget, and are often missing features or have quality issues. The moral of the
story? If you want to have it all, you’ll have to pay for it. Otherwise, your project is
going to fail
Rank Project Initiatives
 It is the role of executive management to determine the organization's long term
goals and the strategies for attaining those goals. Once these goals are clearly
defined, then project initiatives may be weighed against these goals. So if a
project initiative does not fit the long or short terms goals of an organization, it
should not be embarked upon. Then, the remaining projects may be ranked in
order of priority.
Not Using the Right Technologies
 There are two reasons that a project can fail technically:
 1. Using something, like a language, that isn’t the best for a project. This often
happens because of a team lead’s preference. Make sure that the technology
aligns with what’s best for the program.
 2. The technologists who are working on the project don’t have the experience or
expertise to fulfill their roles. This means that you can’t hand out roles without a
lot of thought. Make sure that each person has a role that they are capable of
completing.
Gaps in Communication
 Once a project is in full swing, a common issue is communication. Most project
teams use email to communicate about their projects and tasks. The biggest
complaint here is that project communication resides in each individual's email
box. So, if a new resource joins the project, there is no centralized view of the
project history.
Inadequate Planning, Assumptions, Risks, or
Resources
 If you are planning a project, then you should be familiar with Murphy’s Law, “If
anything can go wrong it will”•Projects are frequently impacted by risks,
assumptions about resource usage, or plain old surprises. The traditional solution
is to add safety time or buffers to tasks to allow for schedule slippage and
unplanned events. There are a lot of reasons why this fails too. I would suggest
implementing Critical Chain management to take more control over these buffers
and prevent causes of project management failures.
Poor leadership at any level
 – the “leader” is usually identified as the project manager. However, the
management-level executive also has a responsibility of ensuring the project’s
success. He/she should work together with the manager to ensure that the
company’s exact requirements are understood.
Use of New or Unproven Technologies/Methods
 It can be so tempting to use the latest technology, or new method, but unless you
are trained on the newest thing, all you are doing is introducing new risks. Projects
have enough risks already without the need to introduce new risk from unproven
technology.
Ineffective (or Nonexistent) Quality
Controls
 Quality control is a simple system of checks and balances to ensure you are
delivering what the customer asked for in the first place. What kind of quality
control are you using for your project management? Are you tracking every
project management nonconformance? Charting to find trends? Taking action
when the trend is outside the norm? Most projects have a system for correcting
problems but this is not the same as a system of corrective action. Ineffective
quality controls are definitely one of the causes of project management failures.
Managing Multiple Projects at Once or
Multitasking Resources
 It seems so obvious to recapture downtime and juggle a few extra tasks in the
meantime. But multitasking introduces complexity and schedule risk, which can
impact all projects involved. Less is more. Focus is power. You can actuallyincrease
your productivity by focusing on fewer projects.
Supply Chain Failures
 Sometimes you have to contract out the work. But managing contractors has
inherent risks too. Contractors may not have the skill level required for the task.
Contractor’s multi-task in order to stay busy, and multitasking introduces
complexity and schedule risk. It sounds so easy to contract out some of the work
to your supply chain but it actually adds to complexity (which can lead to causes
of project management failures) unless you have clearly defined requirements
agreed to first.
Lack of Qualified Resources
 “We will just have to make do”•If you hear this then you know you are questioning
your resources. Give the wrong task to the wrong person and you are impacting
your project. This usually happens because we lack enough experienced resources
Scope Creep or Poor Impact Analysis
 This happens on practically every project doesn’t it? You start with a clear concept
or at least you thought it was clear when you started. Then one thing leads to
another and before you know it you are involved in a different project. That’s
scope creep. If we are doing “A”then we must do “B”and if we are do “B”then we
have to also do “C”•. Clarifying the real requirements and performing a good
impact analysis are two methods to solve this problem. Otherwise, scope creep
will impact your schedule, your budget, and your resources.
Failure to set expectations and manage
them
 – in working in a team setting, it is critical that you’re able to manage people. If
and when expectations are not met, there should be clearly-defined
consequences. The task should then be prioritized and possibly reassigned to a
more competent individua
Inadequately-trained project managers
 – the project manager is taking on a heavy responsibility. It is important to assign
management roles only to individuals who have the capabilities to meet
requirements. In some cases, poorly-trained managers are assigned to complex
projects; this is a recipe for failure.
Inaccurate cost estimation
 – there are instances when the cost of an undertaking is grossly underestimated.
When it runs out of resources, the project cannot be completed. This can be
mitigated when the lack of resources is identified early by the project manager
Incomplete or vague project workplan
 Your work plan (schedule) is the roadmap that describes how you are going to
complete the work. You'll have problems if your work plan is at too high a level,
incomplete or not up-to-date. You may get away with it on a small project, but it
will be fatal on a larger effort.
Lack of communication at any level
 – communication between the management executive and the project manager,
and between the latter and the team members are always important. Everyone
should feel free to come forward to state their concern or give suggestions.
Lack of stakeholder consultation
 Stakeholders are people with an interest in the outcome of the project or its
processes. Major stakeholders play an essential role in defining requirements and
scoping out the work at the beginning and in providing feedback as the work is
proceeding. Communicating and consulting with stakeholders throughout the
entire project is a time consuming task and is often neglected. The inevitable
result is project deliverables that bear little resemblance to what was in the minds
of the key stakeholders.
Unrealistic project estimates
 For anything larger that a small project, specific costs, schedules and deliverables
are always difficult to discern when a project is conceived. In organizations where
the only projects that get rejected are the ones with accurate estimates, realistic
projections are deliberately hidden. Where accuracy is the goal, breaking the
project into phases and applying a structured analysis will help determine
reasonable projections.
No risk management plan
 Understanding risk and compiling plans for dealing with it are critical components
of project management. Poor risk management is a leading cause of project
failure, with more than three in four project managers not dealing with risk
consistently.2 Understandably, failing to assess what might happen and planning
for the mitigation of negative impacts causes missed deadlines, budget overruns
and, ultimately, failed projects.
Culture or ethical misalignment
 – the culture of the company must prize competence, pro-activeness, and
professionalism. If it doesn’t, the team members may not have the motivation to
do their best. In essence, everyone involved must be concerned about the success
of their undertaking.
Competing priorities
 – when a company’s resources are stretched, there will be competing priorities in
terms of manpower and financing. Having good cost estimation at the start will
eliminate this problem.
Disregard of project warning signs –
 when a project is on the verge of failing, there will always be warning signs. Taking
action immediately can save the project. Otherwise, the whole endeavor can just
go down the drain.
Bad Communications
 Project management is all about good communications. You have to keep
everyone informed about changes, assumptions, requirements, standards,
budgets, costs, and the schedule. Developing a good visual management system
is a tremendous benefit to any project manager. Paper systems in binders is a
notoriously bad way to keep people informed. Develop a good communication
system and you won’t have to worry about one of the causes of project
management failures.
Poor Schedule or Resource Management
(Mismanagement)
 Managing a project is really about managing the schedule, but a schedule is really
a collection of resources that are being managed on a schedule. You increase the
chances of having one of the cause of project management failures if you
mismanage your resource schedule.
Weak ongoing project management
discipline
 Some project managers do a great job in the upfront planning process, but then
don't manage the project effectively from that point on. This includes having
problems managing scope change, resolving issues, communicating proactively
and managing project risks.
People problems
 In my experience, people tend to get along fine when the project is on track.
However, if the project gets into trouble, people start to work longer hours, feel
more stress, get more edgy and have more personality conflicts. While it is
certainly possible that these problems are actually causing the project to slip, it is
also likely that other problems are causing the problem and that the people
problems are a later symptom
Inadequate resources
 This covers a lot of areas. You may not have the right level of resources because
you didn't estimate the work correctly. You might have estimated the work
correctly, but your management has not allocated the proper level of staffing. It's
possible that you have enough bodies, but you don't have people with the right
skill mix. All of these may lead to major project failures.
28.Causes of project failure   A Lecture By Mr Allah Dad Khan Visiting Professor he University of Agriculture Peshawar Pakistan
1 sur 39

Recommandé

Project Cost Management par
Project Cost ManagementProject Cost Management
Project Cost Managementmohamed elashri
55.2K vues12 diapositives
09. Project Cost Management par
09. Project Cost Management09. Project Cost Management
09. Project Cost ManagementBhuWan Khadka
13.3K vues65 diapositives
Project Integration Management par
Project Integration ManagementProject Integration Management
Project Integration Managementpankajsh10
18.3K vues34 diapositives
SOFTWARE PROJECT MANAGEMENT TOOL PPT par
SOFTWARE PROJECT MANAGEMENT TOOL PPTSOFTWARE PROJECT MANAGEMENT TOOL PPT
SOFTWARE PROJECT MANAGEMENT TOOL PPTSai Charan
4.3K vues27 diapositives
Software Project Management (monitoring and control) par
Software Project Management (monitoring and control)Software Project Management (monitoring and control)
Software Project Management (monitoring and control)IsrarDewan
2K vues12 diapositives
Project Cost Management - PMBOK6 par
Project Cost Management - PMBOK6Project Cost Management - PMBOK6
Project Cost Management - PMBOK6Agus Suhanto
12.4K vues39 diapositives

Contenu connexe

Tendances

Project management par
Project managementProject management
Project managementtwilight89
775 vues64 diapositives
Project planning and Scheduling par
Project planning and SchedulingProject planning and Scheduling
Project planning and Schedulingsaurabmi2
7.7K vues10 diapositives
Project Cost Management par
Project Cost ManagementProject Cost Management
Project Cost ManagementKateri Manglicmot
655 vues42 diapositives
Project management methodologies par
Project management methodologiesProject management methodologies
Project management methodologiesRosu Gabi
1.1K vues10 diapositives
Triple Constraints of Projects: Scope, Cost & Schedule par
Triple Constraints of Projects: Scope, Cost & ScheduleTriple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & Scheduleshofiulalom
21.4K vues30 diapositives
Microsoft Project par
Microsoft ProjectMicrosoft Project
Microsoft Projectuniversity of education,Lahore
12.4K vues17 diapositives

Tendances(20)

Project management par twilight89
Project managementProject management
Project management
twilight89775 vues
Project planning and Scheduling par saurabmi2
Project planning and SchedulingProject planning and Scheduling
Project planning and Scheduling
saurabmi27.7K vues
Project management methodologies par Rosu Gabi
Project management methodologiesProject management methodologies
Project management methodologies
Rosu Gabi1.1K vues
Triple Constraints of Projects: Scope, Cost & Schedule par shofiulalom
Triple Constraints of Projects: Scope, Cost & ScheduleTriple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & Schedule
shofiulalom21.4K vues
Types of contract in Project management par Ali Heydari
Types of contract in Project managementTypes of contract in Project management
Types of contract in Project management
Ali Heydari99.5K vues
Project Selection Model par Ersen çelebi
Project Selection ModelProject Selection Model
Project Selection Model
Ersen çelebi16.4K vues
Project appraisal for financial markets par karangoyal972
Project appraisal for financial marketsProject appraisal for financial markets
Project appraisal for financial markets
karangoyal9723.1K vues
Project Controlling and Project Monitoring par haroldtaylor1113
Project Controlling and Project MonitoringProject Controlling and Project Monitoring
Project Controlling and Project Monitoring
haroldtaylor111329.2K vues
2. traditional project management -ch2 par Mazhar Poohlah
2. traditional project management -ch22. traditional project management -ch2
2. traditional project management -ch2
Mazhar Poohlah1.4K vues
Software Project Management: Project Planning par Minhas Kamal
Software Project Management: Project PlanningSoftware Project Management: Project Planning
Software Project Management: Project Planning
Minhas Kamal4.7K vues
Introduction to Software Project Management par Saadi Jadoon
Introduction to Software Project ManagementIntroduction to Software Project Management
Introduction to Software Project Management
Saadi Jadoon448 vues

En vedette

Project management 101 par
Project management 101Project management 101
Project management 101Sujatha TS
703 vues14 diapositives
Basic Principles of Project Management par
Basic Principles of Project ManagementBasic Principles of Project Management
Basic Principles of Project Managementdanieljohn810
4.9K vues12 diapositives
digitaliKa | White Paper par
digitaliKa  |  White PaperdigitaliKa  |  White Paper
digitaliKa | White PaperNicolas Schobinger
709 vues9 diapositives
Project Management Principles par
Project Management PrinciplesProject Management Principles
Project Management PrinciplesAnand Subramaniam
4.3K vues9 diapositives
10 causes of project failure. par
10 causes of project failure.10 causes of project failure.
10 causes of project failure.Muhammad Abbas
8.2K vues13 diapositives
Ila's ppt on demolition par
Ila's ppt on demolitionIla's ppt on demolition
Ila's ppt on demolitionila vamsi krishna
3.4K vues29 diapositives

En vedette(16)

Project management 101 par Sujatha TS
Project management 101Project management 101
Project management 101
Sujatha TS703 vues
Basic Principles of Project Management par danieljohn810
Basic Principles of Project ManagementBasic Principles of Project Management
Basic Principles of Project Management
danieljohn8104.9K vues
Multiple project's management in service industry par Samit Jain
Multiple project's management in service industryMultiple project's management in service industry
Multiple project's management in service industry
Samit Jain5.3K vues
DEMOLITION OF STRUCTURE BY ABHINAV RAWAT par Abhinav Rawat
DEMOLITION OF STRUCTURE BY ABHINAV RAWATDEMOLITION OF STRUCTURE BY ABHINAV RAWAT
DEMOLITION OF STRUCTURE BY ABHINAV RAWAT
Abhinav Rawat17.8K vues
Project Failure Reasons and Causes par Alan McSweeney
Project Failure Reasons and CausesProject Failure Reasons and Causes
Project Failure Reasons and Causes
Alan McSweeney5.2K vues
Construction claims, disputes and project closure par srinivas2036
Construction claims, disputes and project closureConstruction claims, disputes and project closure
Construction claims, disputes and project closure
srinivas203621.1K vues
Challenges Of Project Management par ashutoshsachan
Challenges Of Project ManagementChallenges Of Project Management
Challenges Of Project Management
ashutoshsachan20.3K vues
Pert & cpm project management par Rahul Dubey
Pert & cpm   project managementPert & cpm   project management
Pert & cpm project management
Rahul Dubey165.4K vues
PMI Project Management Principles par tltiede
PMI Project Management PrinciplesPMI Project Management Principles
PMI Project Management Principles
tltiede130.4K vues

Similaire à 28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Professor he University of Agriculture Peshawar Pakistan

Top 10 project mgt. problems par
Top 10 project mgt. problemsTop 10 project mgt. problems
Top 10 project mgt. problemsMaksudul Munna
142 vues16 diapositives
Project Management: Your Guide in Acing the Project par
Project Management: Your Guide in Acing the ProjectProject Management: Your Guide in Acing the Project
Project Management: Your Guide in Acing the ProjectOrchestrate Mortgage and Title Solutions, LLC
276 vues17 diapositives
10 Project Management Mistakes par
10 Project Management Mistakes10 Project Management Mistakes
10 Project Management MistakesOrangescrum
286 vues13 diapositives
Managing your projects effectively in a shared resource environment par
Managing your projects effectively in a shared resource environmentManaging your projects effectively in a shared resource environment
Managing your projects effectively in a shared resource environmentStephen Hightower
489 vues21 diapositives
project fails par
project failsproject fails
project failsjbp07
175 vues2 diapositives
success and failure of project chapter 5.pptx par
success and failure of project chapter 5.pptxsuccess and failure of project chapter 5.pptx
success and failure of project chapter 5.pptxabdiazizsheikhomar
2 vues25 diapositives

Similaire à 28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Professor he University of Agriculture Peshawar Pakistan(20)

10 Project Management Mistakes par Orangescrum
10 Project Management Mistakes10 Project Management Mistakes
10 Project Management Mistakes
Orangescrum286 vues
Managing your projects effectively in a shared resource environment par Stephen Hightower
Managing your projects effectively in a shared resource environmentManaging your projects effectively in a shared resource environment
Managing your projects effectively in a shared resource environment
project fails par jbp07
project failsproject fails
project fails
jbp07175 vues
Project Management case analysis par Wakas Khalid
Project Management case analysisProject Management case analysis
Project Management case analysis
Wakas Khalid7.7K vues
Why projects fail avoiding the classic pitfalls par Ta Ngoc
Why projects fail avoiding the classic pitfallsWhy projects fail avoiding the classic pitfalls
Why projects fail avoiding the classic pitfalls
Ta Ngoc229 vues
2009 Top Ten Obstacles To Project Success par Lou Gasco
2009 Top Ten Obstacles To Project Success2009 Top Ten Obstacles To Project Success
2009 Top Ten Obstacles To Project Success
Lou Gasco688 vues
Project management par satya pal
Project managementProject management
Project management
satya pal1.5K vues
10 tips to rescue a problem project par gianarosetti
10 tips to rescue a problem project10 tips to rescue a problem project
10 tips to rescue a problem project
gianarosetti2.2K vues
Project Workflow Management Ultimate Guide par Kashish Trivedi
Project Workflow Management Ultimate GuideProject Workflow Management Ultimate Guide
Project Workflow Management Ultimate Guide
Kashish Trivedi10 vues
Project Workflow Management Ultimate Guidee (1).pdf par Kashish Trivedi
Project Workflow Management Ultimate Guidee (1).pdfProject Workflow Management Ultimate Guidee (1).pdf
Project Workflow Management Ultimate Guidee (1).pdf
Jayanto bose prashantshrivastava par PMI2011
Jayanto bose prashantshrivastavaJayanto bose prashantshrivastava
Jayanto bose prashantshrivastava
PMI2011520 vues
Jayantobose prashantshrivastava-131008015757-phpapp01 par PMI_IREP_TP
Jayantobose prashantshrivastava-131008015757-phpapp01Jayantobose prashantshrivastava-131008015757-phpapp01
Jayantobose prashantshrivastava-131008015757-phpapp01
PMI_IREP_TP111 vues
10 tips to avoid a project failure par gianarosetti
10 tips to avoid a project failure10 tips to avoid a project failure
10 tips to avoid a project failure
gianarosetti6.4K vues
importance of resources allocation in formal method of software engineering ... par Abdul Naqashbandi
 importance of resources allocation in formal method of software engineering ... importance of resources allocation in formal method of software engineering ...
importance of resources allocation in formal method of software engineering ...
The complete guide to project management for startups par SameerShaik43
The complete guide to project management for startupsThe complete guide to project management for startups
The complete guide to project management for startups
SameerShaik4360 vues
Project Manager Primer par Tom Cremins
Project Manager PrimerProject Manager Primer
Project Manager Primer
Tom Cremins349 vues

Plus de Mr.Allah Dad Khan

49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese... par
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...Mr.Allah Dad Khan
1.3K vues31 diapositives
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t... par
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...Mr.Allah Dad Khan
1K vues22 diapositives
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ... par
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...Mr.Allah Dad Khan
682 vues20 diapositives
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla... par
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...Mr.Allah Dad Khan
520 vues19 diapositives
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ... par
42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ...Mr.Allah Dad Khan
301 vues16 diapositives
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati... par
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...Mr.Allah Dad Khan
195 vues43 diapositives

Plus de Mr.Allah Dad Khan(20)

49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese... par Mr.Allah Dad Khan
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
Mr.Allah Dad Khan1.3K vues
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t... par Mr.Allah Dad Khan
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ... par Mr.Allah Dad Khan
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla... par Mr.Allah Dad Khan
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ... par Mr.Allah Dad Khan
42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati... par Mr.Allah Dad Khan
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
37. Energy sources ( Hydrogen energy ) A Series of Presentation to Class By ... par Mr.Allah Dad Khan
37. Energy sources (  Hydrogen energy ) A Series of Presentation to Class By ...37. Energy sources (  Hydrogen energy ) A Series of Presentation to Class By ...
37. Energy sources ( Hydrogen energy ) A Series of Presentation to Class By ...
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr... par Mr.Allah Dad Khan
36. Energy sources (Nuclear energy  ) A Series of Presentation to Class By Mr...36. Energy sources (Nuclear energy  ) A Series of Presentation to Class By Mr...
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr...
34. Energy sources ( Natural gas ) A Series of Presentation to Class By Mr.... par Mr.Allah Dad Khan
34. Energy sources (  Natural gas  ) A Series of Presentation to Class By Mr....34. Energy sources (  Natural gas  ) A Series of Presentation to Class By Mr....
34. Energy sources ( Natural gas ) A Series of Presentation to Class By Mr....
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ... par Mr.Allah Dad Khan
32. Energy Sources  ( Energy sources the   fuel) A Series of Presentation to ...32. Energy Sources  ( Energy sources the   fuel) A Series of Presentation to ...
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ...
27. Energy resources ( Biofuels ) A Series of Presentation to Class By Mr.... par Mr.Allah Dad Khan
27. Energy resources (  Biofuels   ) A Series of Presentation to Class By Mr....27. Energy resources (  Biofuels   ) A Series of Presentation to Class By Mr....
27. Energy resources ( Biofuels ) A Series of Presentation to Class By Mr....
26. Energy Sources (Biodiesel from Algae )A Series of Presentation to Class... par Mr.Allah Dad Khan
26. Energy  Sources (Biodiesel from Algae  )A Series of Presentation to Class...26. Energy  Sources (Biodiesel from Algae  )A Series of Presentation to Class...
26. Energy Sources (Biodiesel from Algae )A Series of Presentation to Class...
24. Energy sources ( Renewable energy sources) A Series of Presentation to ... par Mr.Allah Dad Khan
24. Energy  sources ( Renewable energy sources) A  Series of Presentation to ...24. Energy  sources ( Renewable energy sources) A  Series of Presentation to ...
24. Energy sources ( Renewable energy sources) A Series of Presentation to ...
21. Energy sources ( Clean coal non renewable energy ) A Series of Prese... par Mr.Allah Dad Khan
21. Energy  sources  ( Clean coal  non renewable energy  ) A  Series of Prese...21. Energy  sources  ( Clean coal  non renewable energy  ) A  Series of Prese...
21. Energy sources ( Clean coal non renewable energy ) A Series of Prese...
20. Energy sources ( Biomass) A Series of Presentation to Class By Mr. All... par Mr.Allah Dad Khan
20. Energy  sources (  Biomass) A  Series of Presentation to Class By Mr. All...20. Energy  sources (  Biomass) A  Series of Presentation to Class By Mr. All...
20. Energy sources ( Biomass) A Series of Presentation to Class By Mr. All...
19. Energy sources ( Wind energy under water windmill) A Series of Presentat... par Mr.Allah Dad Khan
19. Energy sources ( Wind energy under water windmill) A  Series of Presentat...19. Energy sources ( Wind energy under water windmill) A  Series of Presentat...
19. Energy sources ( Wind energy under water windmill) A Series of Presentat...
18. Energy sources ( Wind energy ) A Series of Presentation to Class By Mr... par Mr.Allah Dad Khan
18. Energy sources  (  Wind energy ) A  Series of Presentation to Class By Mr...18. Energy sources  (  Wind energy ) A  Series of Presentation to Class By Mr...
18. Energy sources ( Wind energy ) A Series of Presentation to Class By Mr...
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ... par Mr.Allah Dad Khan
17. Energy sources  ( Tidal energy waves facts) A  Series of Presentation to ...17. Energy sources  ( Tidal energy waves facts) A  Series of Presentation to ...
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ...
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en... par Mr.Allah Dad Khan
15. Energy sources  ( Fourteen  main advantages and disadvantages of tidal en...15. Energy sources  ( Fourteen  main advantages and disadvantages of tidal en...
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en...
14 . Energies sources ( Tidal energy renewable energy ) A Series of Presen... par Mr.Allah Dad Khan
14 . Energies sources (  Tidal energy renewable energy  ) A  Series of Presen...14 . Energies sources (  Tidal energy renewable energy  ) A  Series of Presen...
14 . Energies sources ( Tidal energy renewable energy ) A Series of Presen...

Dernier

BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB... par
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...Nguyen Thanh Tu Collection
73 vues113 diapositives
Drama KS5 Breakdown par
Drama KS5 BreakdownDrama KS5 Breakdown
Drama KS5 BreakdownWestHatch
87 vues2 diapositives
CUNY IT Picciano.pptx par
CUNY IT Picciano.pptxCUNY IT Picciano.pptx
CUNY IT Picciano.pptxapicciano
54 vues17 diapositives
Psychology KS4 par
Psychology KS4Psychology KS4
Psychology KS4WestHatch
90 vues4 diapositives
Monthly Information Session for MV Asterix (November) par
Monthly Information Session for MV Asterix (November)Monthly Information Session for MV Asterix (November)
Monthly Information Session for MV Asterix (November)Esquimalt MFRC
58 vues26 diapositives
ISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks Effectively par
ISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks EffectivelyISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks Effectively
ISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks EffectivelyPECB
598 vues18 diapositives

Dernier(20)

BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB... par Nguyen Thanh Tu Collection
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
Drama KS5 Breakdown par WestHatch
Drama KS5 BreakdownDrama KS5 Breakdown
Drama KS5 Breakdown
WestHatch87 vues
CUNY IT Picciano.pptx par apicciano
CUNY IT Picciano.pptxCUNY IT Picciano.pptx
CUNY IT Picciano.pptx
apicciano54 vues
Monthly Information Session for MV Asterix (November) par Esquimalt MFRC
Monthly Information Session for MV Asterix (November)Monthly Information Session for MV Asterix (November)
Monthly Information Session for MV Asterix (November)
Esquimalt MFRC58 vues
ISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks Effectively par PECB
ISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks EffectivelyISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks Effectively
ISO/IEC 27001 and ISO/IEC 27005: Managing AI Risks Effectively
PECB 598 vues
The basics - information, data, technology and systems.pdf par JonathanCovena1
The basics - information, data, technology and systems.pdfThe basics - information, data, technology and systems.pdf
The basics - information, data, technology and systems.pdf
JonathanCovena1126 vues
Education and Diversity.pptx par DrHafizKosar
Education and Diversity.pptxEducation and Diversity.pptx
Education and Diversity.pptx
DrHafizKosar177 vues
Use of Probiotics in Aquaculture.pptx par AKSHAY MANDAL
Use of Probiotics in Aquaculture.pptxUse of Probiotics in Aquaculture.pptx
Use of Probiotics in Aquaculture.pptx
AKSHAY MANDAL104 vues
Dance KS5 Breakdown par WestHatch
Dance KS5 BreakdownDance KS5 Breakdown
Dance KS5 Breakdown
WestHatch86 vues
Structure and Functions of Cell.pdf par Nithya Murugan
Structure and Functions of Cell.pdfStructure and Functions of Cell.pdf
Structure and Functions of Cell.pdf
Nithya Murugan701 vues
Pharmaceutical Inorganic Chemistry Unit IVMiscellaneous compounds Expectorant... par Ms. Pooja Bhandare
Pharmaceutical Inorganic Chemistry Unit IVMiscellaneous compounds Expectorant...Pharmaceutical Inorganic Chemistry Unit IVMiscellaneous compounds Expectorant...
Pharmaceutical Inorganic Chemistry Unit IVMiscellaneous compounds Expectorant...

28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Professor he University of Agriculture Peshawar Pakistan

  • 2. Causes of Project Failure A Lecture By Mr Allah Dad Khan
  • 3. Weak Requirements Definitions (Leads to Inadequate Planning)  If you don’t know where you are going then how do you know when you get there? A good project manager must know what the target is. Your project requirements are the target. One way of defining requirements is to describe what the end result looks like in measureable or object terms. Instead of requiring software to be friendly or easy to use, how about saying that it has to be simple enough that a 12 year old child can use it. We can argue about “easy to use” software but at least we now have an objective measure for our testing.
  • 4. Inefficient way to document and track progress  – this is an oversight on the part of the project manager. Tracking milestones is a crucial way to see if expectations are being met. Documentation and tracking also lets the manager identify which areas require more resources to be completed on time.
  • 5. Unrealistic project deadlines.  This often comes in two forms. The most common one is dealing with deadlines that are inadequate, such as management wanting us to complete a four-month project in three weeks. Most times, when time becomes a big constrain, we begin to cut down on the project scope or quality to meet the almost impossible deadline. It is our duty as project managers to give adequate estimate of schedule when undertaking a project. In situations where projects are time-constrained, fast tracking and crashing should be considered first before revising the project scope.
  • 6. Lack of change control system:  As mentioned earlier, changes are bound to occur in a project. These changes could come in various forms, from the client, the management, consumers, the project manager, the government, or even from a member of the project team. When a change request is initiated, it is important to goes through a change control system before being implemented or rejected.
  • 7. Late involvement of project manager.  We often get commissions as project managers for projects that are halfway through the implementation phase. Sometimes, these projects never had a project managers and we cannot comprehend why projects of such magnitude would even begin without the involvement of a qualified project manager. Often, when we begin working on such a project, we spend more time trying to understand the existing situation and correcting the root cause of the errors, which leads to an extended schedule and cost.
  • 8. Lack of project management practice in an organization  . Some of you are already wondering if there are organizations that carry out projects without using project management principles. The simple answer is a capital YES. Actually, there are more organizations that implement projects without any project management techniques than these who do. This might be good, since it means that there are still lots of job out there for us as project managers.
  • 9. Unclear Project Objectives  Most organizations have more opportunities and project initiatives than they can ever hope to fulfill. Many companies embark upon more initiatives than they probably should, causing over worked and often unhappy team members.
  • 10. Weak Project Management  Your project manager needs to be able to deal with all of the project logistics. They can’t get caught up in one aspect, and drop everything else. They need to be able to  – manage time – manage money – lead effectively – communicate – measure performance – make decisions – understand how to analyze test results and adapt the program as necessary  While this seems to be obvious, projects fail because their manager was not able to balance all of the above. Make sure your PM can handle it. 
  • 11. Trying to Make the Project Inexpensive  We all like cutting corners and saving money, right? reasons tech projects failIt’s great … until your program breaks. Not allotting adequate funds to a project can have serious consequences. Initially underfunded projects come back late, over budget, and are often missing features or have quality issues. The moral of the story? If you want to have it all, you’ll have to pay for it. Otherwise, your project is going to fail
  • 12. Rank Project Initiatives  It is the role of executive management to determine the organization's long term goals and the strategies for attaining those goals. Once these goals are clearly defined, then project initiatives may be weighed against these goals. So if a project initiative does not fit the long or short terms goals of an organization, it should not be embarked upon. Then, the remaining projects may be ranked in order of priority.
  • 13. Not Using the Right Technologies  There are two reasons that a project can fail technically:  1. Using something, like a language, that isn’t the best for a project. This often happens because of a team lead’s preference. Make sure that the technology aligns with what’s best for the program.  2. The technologists who are working on the project don’t have the experience or expertise to fulfill their roles. This means that you can’t hand out roles without a lot of thought. Make sure that each person has a role that they are capable of completing.
  • 14. Gaps in Communication  Once a project is in full swing, a common issue is communication. Most project teams use email to communicate about their projects and tasks. The biggest complaint here is that project communication resides in each individual's email box. So, if a new resource joins the project, there is no centralized view of the project history.
  • 15. Inadequate Planning, Assumptions, Risks, or Resources  If you are planning a project, then you should be familiar with Murphy’s Law, “If anything can go wrong it will”•Projects are frequently impacted by risks, assumptions about resource usage, or plain old surprises. The traditional solution is to add safety time or buffers to tasks to allow for schedule slippage and unplanned events. There are a lot of reasons why this fails too. I would suggest implementing Critical Chain management to take more control over these buffers and prevent causes of project management failures.
  • 16. Poor leadership at any level  – the “leader” is usually identified as the project manager. However, the management-level executive also has a responsibility of ensuring the project’s success. He/she should work together with the manager to ensure that the company’s exact requirements are understood.
  • 17. Use of New or Unproven Technologies/Methods  It can be so tempting to use the latest technology, or new method, but unless you are trained on the newest thing, all you are doing is introducing new risks. Projects have enough risks already without the need to introduce new risk from unproven technology.
  • 18. Ineffective (or Nonexistent) Quality Controls  Quality control is a simple system of checks and balances to ensure you are delivering what the customer asked for in the first place. What kind of quality control are you using for your project management? Are you tracking every project management nonconformance? Charting to find trends? Taking action when the trend is outside the norm? Most projects have a system for correcting problems but this is not the same as a system of corrective action. Ineffective quality controls are definitely one of the causes of project management failures.
  • 19. Managing Multiple Projects at Once or Multitasking Resources  It seems so obvious to recapture downtime and juggle a few extra tasks in the meantime. But multitasking introduces complexity and schedule risk, which can impact all projects involved. Less is more. Focus is power. You can actuallyincrease your productivity by focusing on fewer projects.
  • 20. Supply Chain Failures  Sometimes you have to contract out the work. But managing contractors has inherent risks too. Contractors may not have the skill level required for the task. Contractor’s multi-task in order to stay busy, and multitasking introduces complexity and schedule risk. It sounds so easy to contract out some of the work to your supply chain but it actually adds to complexity (which can lead to causes of project management failures) unless you have clearly defined requirements agreed to first.
  • 21. Lack of Qualified Resources  “We will just have to make do”•If you hear this then you know you are questioning your resources. Give the wrong task to the wrong person and you are impacting your project. This usually happens because we lack enough experienced resources
  • 22. Scope Creep or Poor Impact Analysis  This happens on practically every project doesn’t it? You start with a clear concept or at least you thought it was clear when you started. Then one thing leads to another and before you know it you are involved in a different project. That’s scope creep. If we are doing “A”then we must do “B”and if we are do “B”then we have to also do “C”•. Clarifying the real requirements and performing a good impact analysis are two methods to solve this problem. Otherwise, scope creep will impact your schedule, your budget, and your resources.
  • 23. Failure to set expectations and manage them  – in working in a team setting, it is critical that you’re able to manage people. If and when expectations are not met, there should be clearly-defined consequences. The task should then be prioritized and possibly reassigned to a more competent individua
  • 24. Inadequately-trained project managers  – the project manager is taking on a heavy responsibility. It is important to assign management roles only to individuals who have the capabilities to meet requirements. In some cases, poorly-trained managers are assigned to complex projects; this is a recipe for failure.
  • 25. Inaccurate cost estimation  – there are instances when the cost of an undertaking is grossly underestimated. When it runs out of resources, the project cannot be completed. This can be mitigated when the lack of resources is identified early by the project manager
  • 26. Incomplete or vague project workplan  Your work plan (schedule) is the roadmap that describes how you are going to complete the work. You'll have problems if your work plan is at too high a level, incomplete or not up-to-date. You may get away with it on a small project, but it will be fatal on a larger effort.
  • 27. Lack of communication at any level  – communication between the management executive and the project manager, and between the latter and the team members are always important. Everyone should feel free to come forward to state their concern or give suggestions.
  • 28. Lack of stakeholder consultation  Stakeholders are people with an interest in the outcome of the project or its processes. Major stakeholders play an essential role in defining requirements and scoping out the work at the beginning and in providing feedback as the work is proceeding. Communicating and consulting with stakeholders throughout the entire project is a time consuming task and is often neglected. The inevitable result is project deliverables that bear little resemblance to what was in the minds of the key stakeholders.
  • 29. Unrealistic project estimates  For anything larger that a small project, specific costs, schedules and deliverables are always difficult to discern when a project is conceived. In organizations where the only projects that get rejected are the ones with accurate estimates, realistic projections are deliberately hidden. Where accuracy is the goal, breaking the project into phases and applying a structured analysis will help determine reasonable projections.
  • 30. No risk management plan  Understanding risk and compiling plans for dealing with it are critical components of project management. Poor risk management is a leading cause of project failure, with more than three in four project managers not dealing with risk consistently.2 Understandably, failing to assess what might happen and planning for the mitigation of negative impacts causes missed deadlines, budget overruns and, ultimately, failed projects.
  • 31. Culture or ethical misalignment  – the culture of the company must prize competence, pro-activeness, and professionalism. If it doesn’t, the team members may not have the motivation to do their best. In essence, everyone involved must be concerned about the success of their undertaking.
  • 32. Competing priorities  – when a company’s resources are stretched, there will be competing priorities in terms of manpower and financing. Having good cost estimation at the start will eliminate this problem.
  • 33. Disregard of project warning signs –  when a project is on the verge of failing, there will always be warning signs. Taking action immediately can save the project. Otherwise, the whole endeavor can just go down the drain.
  • 34. Bad Communications  Project management is all about good communications. You have to keep everyone informed about changes, assumptions, requirements, standards, budgets, costs, and the schedule. Developing a good visual management system is a tremendous benefit to any project manager. Paper systems in binders is a notoriously bad way to keep people informed. Develop a good communication system and you won’t have to worry about one of the causes of project management failures.
  • 35. Poor Schedule or Resource Management (Mismanagement)  Managing a project is really about managing the schedule, but a schedule is really a collection of resources that are being managed on a schedule. You increase the chances of having one of the cause of project management failures if you mismanage your resource schedule.
  • 36. Weak ongoing project management discipline  Some project managers do a great job in the upfront planning process, but then don't manage the project effectively from that point on. This includes having problems managing scope change, resolving issues, communicating proactively and managing project risks.
  • 37. People problems  In my experience, people tend to get along fine when the project is on track. However, if the project gets into trouble, people start to work longer hours, feel more stress, get more edgy and have more personality conflicts. While it is certainly possible that these problems are actually causing the project to slip, it is also likely that other problems are causing the problem and that the people problems are a later symptom
  • 38. Inadequate resources  This covers a lot of areas. You may not have the right level of resources because you didn't estimate the work correctly. You might have estimated the work correctly, but your management has not allocated the proper level of staffing. It's possible that you have enough bodies, but you don't have people with the right skill mix. All of these may lead to major project failures.