What's driving YOUR project failures?
Stuart Easton
![Stuart Easton]()
Stuart Easton
As founder of TransparentChoice, I help organizations align their projects and initiatives with strategic goals. I'm also a speaker & blogger on the topics of portfolio management and decision-making.
Most people assume that if you want to reduce project failure rates the place to look is in project implementation. Of course improving implementation, upskilling project managers and putting in place project methodologies all help.
Many people are surprised, however, to hear so many experts saying that weak Project prioritisation is the root cause of much project failure. For example, Rick Morris (author, speaker and CEO of RSquared Consulting) says, "If a portfolio is in trouble I always look at the project selection process."
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7 年Always scope related. Either badly defined in the first place or poorly controlled during project.
Retired Senior programme / project management and business consultant
7 年Ultimately everything leads back to one word......communication.
As founder of TransparentChoice, I help organizations align their projects and initiatives with strategic goals. I'm also a speaker & blogger on the topics of portfolio management and decision-making.
7 年In other words, good, clear decision-making based on "real" data (as close as you can get) and an objective assessment.
Mostly harmless
7 年PwC was one cause. One client of mine was undertaking a pan-European SAP programme. They had a huge team (100+) of PwC consultants on-site, costing an average of about ￡1500 per day each. I was asked to review the programme and it was fairly obvious that it wasn't going to deliver. I recommended that it should be canned., but that was politically unacceptable since the European President had backed it. Result - it was eventually rolled out to Belgium. If a programme/project is going wrong STOP IT EARLY !