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The Problem With Projects
Frank Winters has more than 30 years of consulting and Information Technology experience serving as a project/program manager, consultant and IT service industry executive.
An ongoing industry survey shows a majority of organizations continue to place obstacles in the path of project managers and processes, contributing to high project failure rates. Here are its initial findings, with analysis and recommendations.
This article presents an overview of initial findings from a one-year survey of practicing project managers and team members at Fortune 500 organizations. PCI Global, an international project management training and consulting company, conducted the survey.
Project managers are pragmatic people. They live in a world of constantly shifting priorities, specifications and change. They worry that their project will fall behind, that costs will increase, that they will lose sponsorship, or that their project will otherwise blow up. They are deeply interested in a better understanding of why projects fail — as so many do — in an attempt to avoid that fate.
Many self-proclaimed project management gurus have expressed their opinions regarding the causes of project failure. While they have insights to share, PCI has gone one step further, with an ongoing research study that assesses project success and failure rates both within corporations and across Project Management Institute chapters.
Projects do not exist in isolation. They are developed in an organization drawing scarce resources from a common pool in a specific culture that …
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