Top 5 Reasons Projects Fail (Part 3)

Is project success or failure solely the responsibility of the Project Manager? In my opinion the answer is NO. This may surprise some but if we don't have involvement, commitment, and bravery by sponsors of the project more than likely a project will fail. Furthermore organizational leadership must create an environment that supports a project environment. 

"Proper scope definition is critical to project success" this is not some quote from a great project manager, rather text that is straight out of the PMBOK.  It Is the responsibility of the project sponsor to set the scope expectations for a project. Driving to fulfillment of expectations is the function of the project manager.  Problems arise when expectations are not clear or informal.  Conversely if expectations and the method of manging them are to complex or rigid it becomes difficult to manage any requests for change.

Failure to set and manage expectations is certainly a major cause of project failure. The practical ones among us know that the reason project management is difficult is that we really need to keep our project artifacts and techniques flexable enough so that we can produce predictable, professional results while at the same time accommodating any necessary change.

No one said project success was easy, what are your thoughts?

Top 5 Reasons Projects Fail (Part 2)

Inadequately trained and inexperienced project managers is perhaps the number one cause of project failure. The reason why it contributes so much to project failures is because it is the responsibility of the PM to guide the organization as it executes on projects. Just as important as training is experience. Issue management, politics, and diplomacy are examples are things you just can't be training on.


The reason so many projects and therefore project managers fail is that the PMs are not prepared. Executive management fails when they do not understand what it takes to be an effective PM and at the same time don't understand what a difference a trained and experienced PM can make.

What Training Is Needed?

• Understanding the Project Management Body of Knowledge
• General Management
• Understanding the technology being deployed. This will vary based on the project.

As more organizations recognize the link between delivering on commitments and project management skills, the requirements for PMs will increase.

In the end PM's need to keep growing and gaining experiences to be successful.

Adjunct Faculty, A Professional Responsibility

A few years ago I was approached with an opportunity to join a local college as an adjunct faculty member.  At first I was somewhat hesitant because of the time commitment that would be required above and beyond my current professional and personal responsibilities.  However after a short conversation with a colleague I realized that educating others should not only be a part of my professional responsibilities but that I also have a social responsibility to be educating others about my profession.  Teaching gives you a new perspective on client communication.  Often the students that are in my classes have very little to no professional experience, while the clients that I work with often have multiple decades of professional experience. thus teaching has forced me to come up with creative ways to describe my professional experiences as it to relates to class topic in a way that my students will understand.  In turn my classroom communication experiences have now given me a different perspective when communicating with clients which ultimately leads to a better engagement with my clients. 

If you ever have the opportunity to educate and influence those who may eventually be a part of your project team, I would highly suggest jumping in feet first by becoming an Adjunct Faculty Member of a college or university.