Failing Projects
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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.
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Failing Projects
- 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
- 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
- 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