Project Success and Failure - Project Success and Failure

Causes of Project Failure

Projects can fail when they are not able to meet the decided success criteria regarding the schedule, budget, or scope. A considerable number of projects are terminated before completion, and are also in the category of failure. It is essential to determine the vital factors that are considered when considering the reasons for project failure. Normally, there is no single factor that may dictate that the project has failed. A number of issues are concerned in any specific project failure. Here are the most significant causes for project failure.

1. Insufficient Involvement Of Customer

Requirement of more user participation has proved critical for several projects. Without the efficient association of the client, devotion to a project is not confirmed, and may produce grave issues when the customer validates the scope of the project. Project success may be assured if the users and the project team are fully engaged from the project initiation, and continuously during its execution.

2. Inadequate Requirements

Requirements in many projects are high level, ambiguous, and normally not beneficial. This has caused the project developers to create projects, with no significant contribution from the customer, produce what they consider is required, without much business information. Consequently, when the project is delivered, client does not accept it. This is intimately associated with deficient participation of the customer.

3. Impractical Time Scales

Long project schedules have created systems, which are no more economically beneficial, and are thus not required. The basic suggestion is that project time-scales must be short, and larger systems may be broken into individual projects. Project schedule is decided without appreciating the quantity of effort that may be necessary to be performed to ensure project delivery. Consequently, the project is created behind schedule, and causes failure. Therefore, the project management plan must be examined to ensure that it is pragmatic.

4. Scope Creep

Scope is the general vision of what a project will create. Scope creep is the unnecessary project development that was not initially planned, or requested by the customer. As an illustration, a system is initially planned to hold record, and subsequently it is desired that these bills will also be available on Internet.

All the added functions involve time and cost, and will affect the project schedule and budget. Project management should be cautious regarding the project creep, since it may cause project failure.

5. Poor Testing

Acceptance tests frequently do not detect many errors before a system goes live since the requirements are such that these cannot be tested, or a system is not checked systematically. Furthermore, the users are not adequately trained for testing, or adequate is not available to perform the important task of testing.

6. No Change Control Structure

In spite of all care, there are changes in businesses, and alterations occur rapidly. Therefore, it is pragmatic to anticipate changes in requirements during the project execution. However, changes that are not controlled, can be fatal for projects, and may be reasons for project failure. This highlights the benefit of short schedule and a methodical methodology in creating projects, so that the changes produce insignificant affects on projects. However, changes must be controlled proactively. The management should assess the results of the altered project requirements on budget, timescale, and risks.