{"id":349,"date":"2011-02-21T13:39:11","date_gmt":"2011-02-21T13:39:11","guid":{"rendered":"http:\/\/manproindo.wordpress.com\/?p=349"},"modified":"2020-11-10T16:40:39","modified_gmt":"2020-11-10T16:40:39","slug":"common-causes-of-project-failure","status":"publish","type":"post","link":"https:\/\/manajemenproyekindonesia.com\/?p=349","title":{"rendered":"Common Causes of Project Failure"},"content":{"rendered":"<p style=\"text-align: justify;\"><a href=\"http:\/\/manajemenproyekindonesia.com\/wp-content\/uploads\/2011\/02\/failure1.jpg\"><img decoding=\"async\" loading=\"lazy\" class=\"alignleft size-thumbnail wp-image-401\" title=\"failure\" src=\"http:\/\/manajemenproyekindonesia.com\/wp-content\/uploads\/2011\/02\/failure1-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\"><\/a>Common causes of project failure are : 1) Lack of clear links between the project and the organisation&#8217;s key strategic priorities, including agreed measures of success. 2) Lack of clear senior management and Ministerial ownership and leadership. 3) Lack of effective engagement with stakeholders. 4) Lack of skills and proven approach to project management and risk management. 5) Too little attention to breaking development and implementation into manageable steps. 6) Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits). 7) Lack of understanding of, and contact with the supply industry at senior levels in the organisation. 8 ) Lack of effective project team integration between clients, the supplier team and the supply chain.<!--more--><\/p>\n<p style=\"text-align: justify;\"><strong>Key questions to address :<\/strong><\/p>\n<p style=\"text-align: justify;\"><strong><em>Lack of clear links between the project and the organisation&#8217;s key strategic priorities, including agreed measures of success.<\/em><\/strong><\/p>\n<ul style=\"text-align: justify;\">\n<li>Do we know      how the priority of this project compares and aligns with our other delivery      and operational activities?<\/li>\n<li>Have we      defined the critical success factors (CSFs) for the project?<\/li>\n<li>Have the      CSFs been agreed with suppliers and key stakeholders?<\/li>\n<li>Do we have a      clear project plan that covers the full period of the planned delivery and      all business change required, and indicates the means of benefits      realisation?<\/li>\n<li>Is the      project founded upon realistic timescales, taking account of statutory      lead times, and showing critical dependencies such that any delays can be      handled?<\/li>\n<li>Are the      lessons learnt from relevant projects being applied?<\/li>\n<li>Has an      analysis been undertaken of the effects of any slippage in time, cost,      scope or quality? In the event of a problem\/conflict at least one must be      sacrificed.<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Lack of clear senior management and Ministerial ownership and leadership<\/em><\/strong>.<\/p>\n<ul style=\"text-align: justify;\">\n<li>Does the      project management team have a clear view of the interdependencies between      projects, the benefits, and the criteria against which success will be      judged?<\/li>\n<li>If the      project traverses organisational boundaries, are there clear governance arrangements      to ensure sustainable Key questions to address alignment with the business      objectives of all organisations involved?<\/li>\n<li>Are all      proposed commitments and announcements first checked for delivery      implications?<\/li>\n<li>Are      decisions taken early, decisively, and adhered to, in order to facilitate successful      delivery?<\/li>\n<li>Does the      project have the necessary approval to proceed from its nominated Minister      either directly or through delegated authority to a designated Senior      Responsible Owner (SRO)?<\/li>\n<li>Does the SRO      have the ability, responsibility and authority to ensure that the business      change and business benefits are delivered?<\/li>\n<li>Does the SRO      have a suitable track record of delivery? Where necessary, is this being optimised      through training?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Lack of effective engagement with stakeholders.<\/em><\/strong><\/p>\n<ul style=\"text-align: justify;\">\n<li>Have we      identified the right stakeholders?<\/li>\n<li>Have we as      intelligent customers, identified the rationale for doing so (e.g. the      why, the what, the who, the where, the when and the how)?<\/li>\n<li>Have we      secured a common understanding and agreement of stakeholder &nbsp;requirements?<\/li>\n<li>Does the      business case take account of the views of all stakeholders including      users?<\/li>\n<li>Do we      understand how we will manage stakeholders (e.g. ensure buy-in, overcome resistance      to change, allocate risk to the party best able to manage it)?<\/li>\n<li>Has      sufficient account been taken of the subsisting organisational culture? Whilst      ensuring that there is clear accountability, how can we resolve any      conflicting priorities?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Lack of skills and proven approach to project management and risk management<\/em><\/strong>.<\/p>\n<ul style=\"text-align: justify;\">\n<li>Is there a      skilled and experienced project team with clearly defined roles and responsibilities?      If not, is there access to expertise, which can benefit those fulfilling      the requisite roles?<\/li>\n<li>Are the      major risks identified, weighted and treated by the SRO, the Director, and      Project Manager and\/or project team?<\/li>\n<li>Has      sufficient resourcing, financial and otherwise, been allocated to the      project, including an allowance for risk? Do we have adequate approaches      for estimating, monitoring and controlling the total expenditure on      projects?<\/li>\n<li>Do we have      effective systems for measuring and tracking the realisation of benefits      in the business case?<\/li>\n<li>Are the      governance arrangements robust enough to ensure that &#8220;bad news&#8221;      is not filtered out of progress reports to senior managers?<\/li>\n<li>If external      consultants are used, are they accountable and committed to help ensure      successful and timely delivery?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Too little attention to breaking development and implementation into manageable steps.<\/em><\/strong><\/p>\n<ul style=\"text-align: justify;\">\n<li>Has the      approach been tested to ensure it is not &#8216;big-bang&#8217; (e.g. in IT-enabled projects)?<\/li>\n<li>Has      sufficient time been built-in to allow for planning applications in      Property &amp; Construction projects for example?Have we done our best to      keep delivery timescales short so that change during development is      avoided?<\/li>\n<li>Have enough      review points been built-in so that the project can be stopped, if      changing circumstances mean that the business benefits are no longer      achievable or no longer represent value for money?<\/li>\n<li>Is there a      business continuity plan in the event of the project delivering late or      failing to deliver at all?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits).<\/em><\/strong><\/p>\n<ul style=\"text-align: justify;\">\n<li>Is the      evaluation based on whole-life value for money, taking account of capital,      maintenance and service costs?<\/li>\n<li>Do we have a      proposed evaluation approach that allows us to balance financial factors against      quality and security of delivery?<\/li>\n<li>Does the      evaluation approach take account of business criticality and      affordability?<\/li>\n<li>Is the      evaluation approach business driven?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Lack of understanding of, and contact with the supply industry at senior levels in the organisation. <\/em><\/strong><\/p>\n<ul style=\"text-align: justify;\">\n<li>Have we      tested that the supply industry understands our approach and agrees that it      is achievable?<\/li>\n<\/ul>\n<ul style=\"text-align: justify;\">\n<li>Have we      asked suppliers to state any assumptions they are making against their      proposals?<\/li>\n<li>Have we      checked that the project will attract sufficient competitive interest?Are      senior management sufficiently engaged with the industry to be able to      assess supply-side risks?<\/li>\n<li>Do we have a      clear strategy for engaging with the industry or are we making sourcing decisions      on a piecemeal basis?<\/li>\n<li>Are the      processes in place to ensure that all parties have a clear understanding      of their roles and responsibilities, and a shared understanding of desired      outcomes, key terms and deadlines?<\/li>\n<li>Do we      understand the dynamics of industry to determine whether our acquisition      requirements can be met, given potentially competing pressures in other      sectors of the economy?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>Lack of effective project team integration between clients, the supplier team and the supply chain.<\/em><\/strong><\/p>\n<ul style=\"text-align: justify;\">\n<li>Has a market      evaluation been undertaken to test market responsiveness to the requirements      being sought?<\/li>\n<\/ul>\n<ul style=\"text-align: justify;\">\n<li>Are the      procurement routes that allow integration of the project team being used?<\/li>\n<li>Is there      early supplier involvement to help determine and validate what outputs and      outcomes are sought for the project?<\/li>\n<li>Has a shared      risk register been established?<\/li>\n<li>Have      arrangements for sharing efficiency gains throughout the supply team been established?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: justify;\"><strong><em>If the answers to the above questions are unsatisfactory, projects should not be allowed to proceed until the appropriate assurances are obtained.<\/em><\/strong><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n\n\n<p class=\"has-text-align-justify\"><sub><em>Untuk melihat daftar artikel \u21d2&nbsp;<strong><a href=\"http:\/\/manajemenproyekindonesia.com\/?page_id=44\">Table of Content<\/a><\/strong><\/em>, <em>dan konsultasi Project Management \u21d2&nbsp;<strong><a href=\"http:\/\/manajemenproyekindonesia.com\/?page_id=3054\">Konsultasi<\/a><\/strong>.<\/em> <em>Daftar karya ada pada \u21d2&nbsp;<strong><a href=\"https:\/\/manajemenproyekindonesia.com\/?page_id=4873\">Innovation Gallery<\/a><\/strong><\/em>, <em>dan daftar riset pada \u21d2&nbsp;<a href=\"https:\/\/manajemenproyekindonesia.com\/?page_id=4904\"><strong>Research Gallery<\/strong><\/a><\/em><\/sub><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Common causes of project failure are : 1) Lack of clear links between the project and the organisation&#8217;s key strategic priorities, including agreed measures of success. 2) Lack of clear senior management and Ministerial ownership and leadership. 3) Lack of effective engagement with stakeholders. 4) Lack of skills and proven approach to project management and [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes","spay_email":""},"categories":[12,184],"tags":[1206,40,1203,71,1202,690,1204,1207,893,1205],"jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=\/wp\/v2\/posts\/349"}],"collection":[{"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=349"}],"version-history":[{"count":4,"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=\/wp\/v2\/posts\/349\/revisions"}],"predecessor-version":[{"id":6399,"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=\/wp\/v2\/posts\/349\/revisions\/6399"}],"wp:attachment":[{"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=349"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=349"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/manajemenproyekindonesia.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=349"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}