This post on top reasons for IT project failure by Ron Sheldrick has up on LinkedIn for a while. Here were my two cents, nothing new if you’ve followed for a while:
@James Pastor [a fellow commenter] hit on the scope issue early on in this thread. Back in my SAP days we found that poor knowledge of the contract and SOW — especially among the project team and contractors — was a common thread among troubled projects. The strategic assumptions that underpinned the initiative were lost as the project devolved into satifying immediate, tactical needs…which deviated from the original plan.
We also found that stakeholder and communications went begging. While these stakeholder and communications management techniques are simple in form, we found that many project managers can’t muster the motivation or confidence to execute against them consistently. These “symptoms” are great non-obvious indicators for project health:
- Projects that consistently linked stakeholder analysis, communications planning, and plan execution stayed out of trouble.
- Project managers who did not fit into, or could not adapt to, customer cultures, mission-critical projects, etc. were reluctant to escalate projects quickly enough.
- The most frequent communications mistake was failure to execute planned executive-level messaging, which eroded the project manager’s position in the eyes of sponsors and other leaders.
These stakeholder management findings correspond with recent external studies noting that communication breakdowns – especially “keeping quiet” about known risks or issues – are a primary driver of project failures.