Is the Project Manager real reason, if the project failed?

Governance Information Technology Leadership Organizational Project Management

Chandra Bhanu Akkala IT Project Manager | Credit Suisse Warsaw, Poland

I would like to ask PMs their view on Project failure. Are you really a reason to failure the project?

if not, what are other factors influenced in failure projects?

Posted: Sep 4, 2016 1:29 PM

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Justin Wortley Project Manager| Quicken Loans Detroit, Mi, United States

I think that it's fair to say that if a project fails the PM is accountable. They aren't necessarily to blame, because that implies you know the root cause. Ideally, as the project progresses the PM will have indicators that the project is headed for failure and is able to adjust time/cost/scope accordingly. If the org doesn't allow them to make those adjustments, then failure is most likely an inevitability and the PM should plan for that, while documenting root cause/suggested corrections - this way the PM stays accountable and shows that, but isn't to blame. Unfortunately, typical enterprise politics want to point the blame at someone so mitigating that blame if failure is inevitable is necessary.

Posted: Sep 5, 2016 10:48 AM (Updated by author: Sep 5, 2016 10:49 AM)

Greg Githens Author, "How to Think Strategically." Executive & Leadership Coach| Catalyst & Cadre LLC Lakewood Ranch, Fl, United States

Good strategy execution boils down to three things:
1) having a correct strategy. That includes chartering programs and projects that actually move the needle on performance gaps.
2) adequate resources
3) leadership

A project manager has the most influence over #3 and some influence over #2. To the extent that an individual doesn't perform well, we could probably draw a causal connection between individuals and project outcomes.

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1 reply by Chandra Bhanu Akkala

Sep 09, 2016 3:59 AM

Chandra Bhanu Akkala

...

Hi Greg,
I agree with you. I had a Situation where PM has limited authority on resource due to organization structue, weak matrix.

Posted: Sep 7, 2016 5:09 PM

Chandra Bhanu Akkala IT Project Manager | Credit Suisse Warsaw, Poland

Sep 07, 2016 5:09 PM

Replying to Greg Githens

...

Hi Greg,
I agree with you. I had a Situation where PM has limited authority on resource due to organization structue, weak matrix.

Posted: Sep 9, 2016 3:59 AM

Dominic Law Product Manager| PCCW Global Happy Valley, Hong Kong

What is "failure"? When defining project objective, it is good to define the "Success Criteria". Then the Project Manager should constantly report whether the project is on track towards the objective. So it should not be the case that at the end of the project, the project is viewed to be failure and start the finger pointing. It is the Project Manager responsibility to point out the risk and issues during project execution, and so the cause of failure should be clear to all stakeholders early on. If the Project Manager has not done his/her job, then it is obvious who should take the blame!

Posted: Sep 9, 2016 5:46 AM

Wade Harshman Scrum Master| GDIT Indianapolis, In, United States

Although it's often unfair to blame the project manager, I must admit that there are failed projects that might have succeeded if it had a different project manager. That doesn't mean the PM caused the failure, just that another PM might have been able to avoid it.

Posted: Sep 9, 2016 9:20 AM

Is the Project Manager real reason, if the project failed?

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