Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
I think Shadav should probably elaborate on what he exactly means with his question as the question can be interpreted in so many different ways. Saving Changes...
Run! No I'm kidding. Yes you need to define what "fail" means. I've seen several successful projects "fail" because they were way under budget for example. The acceptance criteria is a good place to start to ascertain what fail means. But in direct answer to your question, the PM should of course understand why the project failed, and ensure that those mistakes are recorded in lessons learned so the mistakes aren't repeated. Saving Changes...
When a project is failed then you should follow the closure process. In this situation updating the lessons learned become the most critical part. Saving Changes...
Mahabubur RahmanProject Manager Structures-Bridges| Department of Infrastructure, Government of Nothwest TerritoriesYellowknife, Northwest Territories, Canada
If "project fails" means "termination" or "stopping" at some points, then "project or phase closure" might be helped.
I would say the degree of project failure might be quantified by comparing the final product, service or result with predefined evaluation and customer acceptance criteria. As a project manager, we need to ensure this otherwise be ready to held responsible for the failure.
These are just my understanding. Saving Changes...
If you are referring to an early termination situation, then a PM should follow their organization's normal project closure practices.
If it's a situation where it is clear that the project's business outcomes will not be realized, then the PM should ensure that key stakeholders (especially the sponsor) are aware and have them decide whether to cancel the project to avoid additional sunk costs. Assuming that decision is taken, then they would follow normal project closure practices.
Kiron
We should follow the normal closure practices. Thanks ... Saving Changes...
Project fails when it fails to achieve its objectives for which it was initiated. For that any of these could be happened
Organization no longer wants to purse the objectives
Scope change require re planning or re initiation of project
Promised budget and resources no longer available
Etc
Depending upon the situation evaluation can be made and lesson learnt are prepared for future guidance and help
Agree with your points. prepare the lesson learnt for future . Thanks. Saving Changes...
First of all you have to take into account what will be the measures to determine if a project fails or not. I have discussed it with PMI Global lot of years and some changes have been introduced into the new PMBOK. Most of the measures are related to product instead of project. Second, as @Eric stated above, the first thing to do as project manager is to be aware that defintion of "project fail" will not be subjective. Mos of the time is like @Eric stated above. You will get it by defining the right metrics. Third, you have to define your governance process (something introduced into the new PMBOK but that is not new) to deliver information about your project to people that have the whole picture and could decide about what to do with the project, mainly portfolio and program managers. THEN, with all these on hand, the project is IMPOSSIBLE to fail. At least, the project will not achieve the objectives BUT people who have the responsability to decide about the project will decide to kill, stop, hold the project BEFORE it fails. If the project manager did not take into account all these then she/he must be fire.
Hi Sergio , well explained . Noted with thanks. Saving Changes...
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