Project Manager can't succeed in managing the project without the cooperation of the project management team when he requests for update and follow up , therefore is it fare to say the project manager didn't know how to manage the project or/and the project management team wasn't updating him accurately. Saving Changes...
Who gets blamed? Depends on the culture of the organization. In some, blame rises to the highest level of accountability whereas in others it is pushed down and a search for scapegoats begins.
But if we want to understand why this happened, one possible reason is that a lack of cooperation from the project team might point to the PM's ineffectiveness in being able to build good relationships with team members and create a functional team.
Many factor and other people maybe at fault. High on the list I would put some question such has.
- Who choose the PM?
- On what basis?
- was there any internal audit/project review? Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
There could be other reasons for failure as well. Business case, lack of support from leadership, failed technology, change in strategic direction, etc. But in your scenario, the PM is the captain of the project ship, so it that case falls on him/her, though, there are various factors that can contribute. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
To determine if a project fails or not project objectives must be defined. Project manager is accountable to achieve the project objectives. When the project stats the group of people that must be assigned to project activities is acquired. To have a project team all the people must be follow the project objectives. Then, project team is responsible to achieved the project objectives. But how must be blamed is a matter of organizational culture, as other said. The only thing I can affirm is: if a project manger do not demonstrate to stay in control of the project which meant not give surprises to people then the project manager do not deserve to be maintained. Saving Changes...
Benjamin ZiskovenAgile Coach| NikeAmsterdam, Noord-Holland, Netherlands
The environment is very important for success. In general, most projects fail. If more than one third of project managers in an organization has a PMP, the chance of successful projects greatly increases.
So having project managers with experience and knowledge about project management greatly increases the success.
Anyone with a PMP has to follow the ethical standards which includes being honest about your limitations if you offer to take on a project.
Blaming in itself is not the solution. One should see what can be improved about the project manager and the project team. And like the other people in the comment section say, there are many other things influencing the project success: such as the existing culture, support, technology, change in strategic direction, relationships, risks etc. Saving Changes...
As an accountable person for the project, I believe it's the project manager who gets to take the blame most of the times. There may be an exception to this when the PM has done a great job in highlighting and communicating the risks and issues in the project,to the stakeholders at all times and have got them aligned to his decisions throughout.Overall the PM may be exempted from blame if they have done their part well and there are other influential factors that contributed for the failure Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
9 out of 10 time the PM and 1 out of 9 time is it valid. I've experienced projects where the PM were replaced 5 times within a 3 year period. Why? Because of weak leadership and support. No matter how good a PM is, he is only as good as those who leads and supports him. Saving Changes...
Ganesh KumarProgram ManagerBangalore., Karnataka, India
Haven't seen a project fail yet. But, for the several delays, issues, or project being shelved - predominantly for lack of funding, noticeably there were always reasons for it and not necessary it could be pin pointed to one particular person. In a project large or small, so many activities are inter twinned, with regular meetings, reviews, and so many eyes watching, ears listening, that someone or the other will step up, rise a flag, for a project to fail and that it would never be one particular person taking the blame. There have been instance where in a certain action was missed, a follow up missed, a shift in attention could lead to issues but its always the project team to succeed and fail together. Saving Changes...
MOHAMED ANSARI M AIndependent Consultant| FreelanceKozhikode, Kerala, India
The answer seems to be hidden in the question itself
"..... how to manage the project or/and the project management team wasn't updating him accurately....."
It's the PMs duty and responsibility to involve all the team members in the project as well as reporting any shortcomings in the structured communication channels and to deploy the PMBOK tools to engage them..
(am i right? just started reading PMBOK!!!) Saving Changes...
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
