This document discusses failing projects and reasons they may occur. It notes that over 1,500 projects fail per year in Europe, with a 40% failure rate. Project failure is rising, costing billions, and is a worldwide issue. Common reasons for failure include unrealistic timelines, limited resources, poor organizational support, and pressures. The document provides examples of high-profile project failures. It suggests tools and techniques to avoid failure, such as acquiring project champions, using quality tools like SharePoint, and deploying countermeasures such as prioritizing deliverables and managing risks. A case study example highlights turning around a failing project.

1. Failing ProjectsApril 2010 Daniel Newman INTERNATIONAL PROJECT MANAGER

2. Over1, 500 projects in Europe, per year* * estimate

3. Over100Government ITprojects in the United Kingdom per year* * spectrum.ieee.org

4. 40% FAIL to deliver* * estimate

5. Project Failureis RISING, especially within I.T.* * Gartner, META, and the Standish Group International

6. Project Failure is costing BILLIONS* * Gartner, META, and the Standish Group International

7. Project Failureis WORLDWIDE* * Gartner, META, and the Standish Group International

8. WHY?

11. limited resources and understanding

12. incredible internal and external pressures

13. poor organisational support

14. where termination is not an option

16. on new programmes, projects and initiatives

17. for favours ,"IBM CEO is my Godfather"

18. when ego is under threat

20. Wrote off $526 million on new automated supply-chain management system

21. 10 years and $7 billion obliterated in under 40 seconds. Ariane 5, destructs due to software error.

22. Software errors cause $3.45 Billion credit over-payment.

23. Blowout preventer technology aboard Deepwater Horizon fails to kick in. 210,000 gallons of oil pours into the sea - daily!

24. Nothing Is Impossible Failing projects,are impossible to deliver! Or are they ?

26. negotiate creation of a project portfolio

27. keep your ear to the ground, go to meetings

28. be creative and proactive throughout

30. acquire project champion (CEO, no less)

31. stress management – client and You!

32. enforce quality with roles & responsibilities

33. distort time (focus intently avoid disasters)

34. collaborate with good tools - SharePoint!* CRITICAL

36. identify all stakeholders, and dependencies

37. register all risks, issues, and changes

38. instill and promote transparency

39. communicate and motivate everyone

40. if all fails, call me!critical path

44. Team development– 50%

45. Project motivation- 85%

47. All suppliers re-engaged

48. Client apology and payment

49. Project back on trackLast updated: 1 Second ago

50. Thank you Information: 0033 6 46 61 47 32 newman@execs.com

51. Clients include: ABC News Amadeus GSK HMV IBM Interactive1 J Sainsbury Plc Knight Frank LBNL Mobilkom Austria– Vipnet National Westminster Bank PwC The British Council The European Society of Cardiology Daniel Newman INTERNATIONAL PROJECT MANAGER