Your SlideShare is downloading. ×
1.1 10 project failures
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

1.1 10 project failures

345

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
345
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Project Management MM2720 Project Failures
  • Transcript

    • 1. Chapter 1.1 The Top 10 signs of Project Failure Co-Created by DEB students of 2A/21 and /22. AY2011/2012 S2 Project Management MM2720
    • 2. 1.1 Project based on CEO’s dream, but no one is clear on its business values
      • It means that CEO does not have a clear goal and is unable to direct management and his staff to carry out the desired responsibilities and tasks. This will lead to a breakdown of communication between the management leading to an unhappy working relationship.
      Project Management MM2720
    • 3. 1.2 Sponsor too busy to listen and too weak to support
      • Sponsor too busy to listen: lack of communication (workers do not get a chance to share their problems & ask for solutions/opinions)
      • Too weak to support: sponsor also has to play a part in the project (sponsor cannot always depend on the workers to finish the project by themselves, project may be left hanging).
      Project Management MM2720
    • 4. 1.3 Management wants to start working and worry about planning later
      • Planning is important in any given project
      • Without planning there is bound to be failure
      • We do not always plan to fail, but usually fail to plan.
      • If there is a concrete planning, there is sure to be success.
      • We cannot be over-zealous and just do things without thinking.
      Project Management MM2720
    • 5. 1.4 Duration estimates are done by management
      • If duration estimates are done by management, the employees may not be able to complete the project at hand or may have too much time on the project resulting in a waste of time.
      • For example: the management gives a team one week to complete a project but it may be too short a time for the team to fully complete the project.
      Project Management MM2720
    • 6. 1.5 Management directs Project Manager to ignore vague contract terms
      • A contract is a legally binding document, thus all terms and conditions must be understood and clarified with the project manager.
      Project Management MM2720
    • 7. 1.6 Management warns Project Manager against raising issues with client during planning.
      • As those issues are not addressed, there could be conflicts in the future. Those conflicts may in the end cause the project to fail. Time and money are wasted in the process.
      Project Management MM2720
    • 8. 1.7 Functional managers are providing the wrong resources.
      • If resources are wrong, it’s difficult to finish up the project on time.
      • May takes time to re-order the resources.
      • Delay the whole project
      • Management might misunderstand and blame the others for the delay of the project.
      Project Management MM2720
    • 9. 1.8 Client rep accepts work informally but refuses to put it in writing.
      • The client rep may be out to bring the project down by ‘faking’ about accepting the work.
      • The client rep may deny ever accepting the work as it is not put in writing.
      • Due to this denial, the date of completion of the project would be postponed and eventually fail.
      Project Management MM2720
    • 10. 1.9 Clients expectations are too high and mismanaged by Project Manager
      • Clients always have many expectation and un-achievable.
      • Project Manager misjudge that they are able to do it. In the end, results show that the project cannot be done due to many reasons.
      Project Management MM2720
    • 11. 1.10 Project Manager is too worried about losing job or making people angry.
      • In this case, the project manager is more inclined towards being people-oriented. Although being people-oriented is good, too much of it may make him less of a task-oriented manager.
      • Being worried about making people angry may cause him to follow and satisfy other needs than the goals for the project.
      Project Management MM2720

    ×