Why Projects Fail ?
Belonging to software industry, you must have faced times some project failing you were a part of. Have you ever thought, why a software project fails? You will think there could be unlimited scenarios. Yes, you are right there are unlimited scenarios but just handful of advices.
See there had been thousands of ERP projects finished since someone started working on them but still today some ERP project will be failing somewhere. Imagine, some project requiring no technical invention is still failing. By this we can think more often technology is not a barrier to project failure but the culprit is somewhere else.
According to a survey conducted by Tom and Timothy, 15% of smaller projects around 5-10 man years and 25% of bigger projects 15-25 man years failed. The real name of game is “Politics”, yes the filthy thing absorbed into our organizations that don’t let people do work and spoil them as well.
Under “politics” I would put things as communication problems, staffing problems, disenchantment with the boss or with the client, lack of motivation, and high turnover. If you see a problem as political in nature, you tend to be fatalistic about it. You are confident you can stand up to technical challenges, but honestly, who among us can feel confident in the realm of politics? Only a technical politician that can cause real problems 🙂 Always look around for them and beware 😉
Sociology is something that seem outside of our field of expertise but its not beyond our capabilities. Whatever we name these people-related problems, they may cause issue in our next project or task that we should be capable to handle it.
Most Managers know for themselves that they’ve got more people worries than technical worries. But you will seldom see they manage that way. They manage as technology is the prime concern. They spend their most of the time resolve puzzles that they people have to solve, as they themselves have to do the work rather than managing it. Moreover, they are always looking for some magic that can automate most of their work. The most strongly people-oriented aspects are often given the lowest priority.
This is due to the fault in our the upbringing of the average manager. S/he is educated on how the job is done, not how the job is managed. They’ve got very little management experience and no meaningful practice. So how do new managers succeed in convincing themselves that they can safely spend most of their time thinking technology and no time to think about people related issues.