Why Projects Fail
Proper management is required for both simple and complex projects. The planning allows for the successful completion of the undertakings. Some projects fail in their critical stages. The failure is brought about by a combination of various elements. The factors may be internal or external to the project.
Lack of Information
One of the main reasons why projects fail is ‘lack of visibility’. In this case, executive management, project managers, and team members have no access to the information they need. They should get hold of the required information at the right time to make sure that the project succeeds (Newcombe, 2003). The failure to access the data leads to delays and other related problems.
Managers and other stakeholders can put in place measures to overcome this problem. One of them is the introduction of people-centered policy shifts in the workplace. The move is aimed at establishing a centralized location for the publication of all project schedules. The location will ensure that the information is provided on time to those who need it (Julian, 2008).
Lack of Objectivity
The other reason why projects fail is ‘poor objectivity’ (Newcombe, 2003). Many companies tend to undertake several projects at the same time. Due to financial constraints and lack of other resources, it becomes hard to implement the plans at the same time (Newcombe, 2003). Team members are overworked and demoralized. The lack of progress makes them unhappy. The executive management is the major force behind this problem.
The solution to this problem entails ranking and prioritizing project initiatives (Julian, 2008). Projects should be ranked according to the priorities identified. To this end, the most important plan should be undertaken first. The move ensures that the resources available to the company are utilized effectively.
The third problem that causes many projects to fail is the failure to engage the relevant stakeholders. As a result, project managers fail to view the undertaking from the perspectives of the stakeholder. The end product fails to take into consideration the interests of the other parties. As a result, most of them are opposed to it (Newcombe, 2003).
The solution to this problem is to engage the stakeholders at the building stage of the project. Participation makes it easy for the manager to note their needs and requirements (Newcombe, 2003). They can own and identify with the end product.
Issues related to the team implementing the project may also lead to failure. It happens when members fail to recognize and acknowledge their roles in the project. The result is confusion and errors (Julian, 2008). To avoid this problem, the duties of each member of the team should be clearly stated. The move reduces ambiguity and improves cohesion among the implementers of a given project (Newcombe, 2003).
The Stakeholder Power and Interest Grid as a Tool for Analyzing Projects
Stakeholder power and interest grid can be a useful tool in project management. It highlights the interaction between the influence and interests of various parties involved in an undertaking (Julian, 2008). The nature of this interaction has various impacts on the project.
Stakeholder Power and Interest Grid in the Construction of a Shopping Mall
The power and interest grid can be used in a real-life situation involving the construction of a shopping mall. In this case, the various parties need the project to be completed before the festive season. According to the initial plan, it is possible to commission the shopping mall before the holidays. However, the project may be delayed due to several factors (Julian, 2008).
The major stakeholder is the shareholder of the company that owns the project (Newcombe, 2003). The party has the power to increase the resources needed to complete the undertaking on time. The short report highlights the various reasons why the investor needs to have the project ready on time. The festive season will be big. A lot of money will be spent by people doing shopping. The shareholder is interested in the revenues from the holidaymakers. The reason is that the profits are expected to be double those garnered during the normal seasons. It is possible to make huge profits if the project is completed early.
After completing the tool above, the project manager should convene a meeting of all team members and workers. The conference is aimed at spelling out the new roles and responsibilities of the employees (Newcombe, 2003). The meeting is also expected to help the manager to make the changes needed to ensure that the project is completed on time. The project administrator must see that the interests of the stakeholders are taken care of. If the shareholder is not satisfied with what the manager is doing to complete the undertaking, funding may stop. The move may lead to the collapse or stagnation of the project. In this case, the interests and powers of the stakeholder are used as a tool to make sure that the project remains relevant to the people.
Julian, J. (2008). How project management office leaders facilitate cross‐project learning and continuous improvement. Project Management Journal, 39(3), 43-58.
Newcombe, R. (2003). From client to project stakeholders: A stakeholder mapping approach. Construction Management and Economics, 21(8), 841-848.