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Final of Project Failure
Final of Project Failure
administration
3. Unrealistic completion dates leave the team feeling they’ve been “set
up to fail.”
9. Endless meetings to sort it all out lack focus, run too long, rehash the
same territory, are dominated by a few people, and fail to produce or
complete action items.
10. Constant firefighting consumes ever more time and effort.
5. We didn’t think it would turn out like this, either. Poor Planning
And the number one reason why the job didn’t get done:
1. The doctor said he’s still recovering from the last project. Overload
Some of the findings related to the failure of the
project related to different researches:
“Management's role in project failure”
What goes wrong?
• inadequate definition;
• poor or no planning;
• wrong leader;
• scope not defined;
• inappropriate team;
• ineffective controls;
• poor communication;
• unrealistic timescale.
They also point out that 80 per cent of UK companies whose projects
failed had no project management infrastructure. In the USA, the
Business Round Table highlights poor definition of project scope as the
primary cause of cost over-runs, followed by the loss of control during
design and execution.
Lautier believes that the best that a plan can do is give a firm a starting
point for later changes. In fact, contrary to many managers' expectations,
good plans change frequently.
Decision points
Lautier argues that, contrary to their intended purpose, management
decision points are more likely to increase risk than to reduce it.
Designed to be the point at which decisions are made about whether a
project should continue, outside these predetermined points the project
proceeds at full-speed. In his view:
Results:
The results provide a pragmatic picture of the situation.
In light of the proceeding discussions, a number of interesting and
important issues have come from the analysis of the text data and the
key issues are presented here.
(1) First and foremost, considerable attention should have been paid to a
number of cultural and possibly political and environmental factors
which, in this case study, were viewed as impediments for the successful
adoption of IT outsourcing practices.
(2) Lack of top management support, which resulted in the failure
outcome of the IT project.
(3) Lack of user participation and involvement.
(4) Vendor brought different heterogeneous consultants and different
development teams, consisting of people with many diverse cultural
backgrounds.
(5) Lack of IT experience in dealing with the vendor (managing the IT
outsourcing relationship).
(6) Business and system functional requirements were not specified in
detail and were not clear (i.e. inconspicuous or vague).
(7) Over-reliance on a single supplier (i.e. vendor).
(8) There was no formal and systematic evaluation methodology on the
IT outsourcing during the contract lifetime.
(9) Contract type was “time and material”, which was not highly
detailed and designed to reduce uncertainty during the lifetime of the
contract.
For example, if the client was not receiving the quality of service for the
value of money, it was suggested that would be a just cause for
enforcing penalty payments or, in extreme cases, an early termination of
the contract.
(10) A policy of rewards and penalties clauses and existing
arrangements, which should be tied to the fulfilment of the contract
control, was missing from the original contract.
(11) No request for proposal (RFP) was issued so that the vendor had
understood fully what to deliver.
(12) Alpha was often not clear about the type of the desired IT systems
being
analysed and designed.
(13) Alpha accepted the agreement/contract given to them by the vendor
(Omega), which protected the vendor and reserved his rights more than
the client. This is largely due to the lack of experience in drafting
contracts with the IT outsourcing deals.
(14) Lack of IT project management expertise from both the parties.
A case analysis
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(15) Poor IT management is also considered to be an impediment in the
successful adoption of IT outsourcing practices.
(16) Lack of good communication between all staff involved with the
project was felt to be very important, as the project was managed by a
variety of people originating from different cultures.
(17) Vague implementation timetables.
(18) There was no outsourcing advisor to the client, Alpha.
(19) There was not a very detailed and clear service level agreement
(SLA).
(20) Lack of communication of the importance of standard operating
procedures.