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Understanding Project Failure

Introduction

Project failure takes place when a business fails to deliver what was expected of it at the right time. Consequently, the success of a project is evaluated in terms of quality, cost, and timely delivery. The needs for excellence in business are right, but they are difficult to achieve (Baltzan 6). Even if the detailed designs are delivered on time, without including vital elements that stakeholders desired, the project is regarded as a failure.

Causes of Project Failure

Unclear objectives

If Stello has more chances and project objective than they could fulfil, there is a possibility of the company embarking upon the initiatives, thus breeding overworked team members. For instance, executive management plays a major role in companies and if overall management becomes unclear on priorities, the entire organization becomes unclear and the projects fails (Haag et al., 100). Also, inappropriate leadership and vision by project managers could make team members to be over worked and leave the job to search for a less hectic environment.

Lack of projection into the resource workload

Following inappropriate prioritization, the resources could be overloaded. Whenever executive management lacks the visibility of tasks, which the team tends to perform, the company may end up labouring just to fulfil the role by believing it could achieve more sheer workload since an average member works under pressure due to limited time. Once employees are burned out, they ultimately search for better jobs elsewhere (Baltzan 90).

Gaps in dissemination of information

After Stello company implements the basic projects, communication factor will be very essential. Most project members can use email to disseminate information about their tasks and projects (Haag et al., 17). Therefore, project communication is defined by the existence of the email box and when implementation of new customer relationship management system join the project, centralized perception of the history of the project could lack causing failure.

Unstandardized visibility

The most frequent explanation as to why projects end up failing is linked to visibility. The link of company team including the project managers, team members and executive management must acquire unbiased message as per the company schedule. If the company limits the executives’ access to reports, they may end up canceling the project (Baltzan 23). This is because management is concerned about cost as net output, which can overrun the company.

Strategies to eliminate failure of system development

Publishing the project in a visible area

Scholars argue that the best strategy is combining process, tools, and employee changes. The tool segment for this strategy is to offer the team a centralized area for publishing the project schedules. This is because one of the best methods of sharing company schedules is posting the files in the company network folder.

Ranking objectives of the project

The main duty of leading management is to define the company long-term objectives and the procedure for achieving those goals (Baltzan 120). After defining them clearly, the project initiatives can be gauged against the goals. If an initiative fails to fit with the set goals, the manager should embark upon it.

Creating a grid of resource control

Research maintains that an employee works for many hours in a day, the resource must be assigned two hours less of work in order to permit staffs to do administrative duties. If Stello works on challenges whenever they arise, instead of adopting mechanisms of prior planning, the cost of writing instrument will remain at $350.

Creating a central point of communication

Considering the bare minimum, Stello communication must be availed in a central location. This will enable new customer relationship management system to back up the company effort (Baltzan 200). Finally, this shall enable faster reviews of the whole project history.

Conclusion

The only way managers can understand project failure is by planning, coordinating, controlling, and regulating company strategies before embarking on the project.

Works Cited

Baltzan, Paige. Business Driven Information Systems. Boston: McGraw-Hill/Irwin, 2009.

Print.

Haag, Stephen, Paige Baltzan, and Amy Phillips. Business Driven Technology. New York,

N.Y: McGraw-Hill/Irwin, 2006. Print.