5 Definitions of Project Failureposted by Anna Mar, November 14, 2012
Most IT professionals will agree that project failure is common. Exactly how common largely depends on the definition of project failure.
Different studies peg the average IT project failure rate between 50%-80%. However, they tend to use differing criteria to define failure.
There are at least 5 common definitions of project failure:
1. Judgment CallThe stakeholders (or some subset of stakeholders) decide if a project is a success or failure. For example, a project board may make this decision as part of project closure activities.
In other words, a project is a failure if its stakeholders consider it a failure. This is the most commonly accepted definition of project failure.
2. Delivery to PlanAny project that fails to meet time, budget and quality targets is considered a failure.
This is a relatively strict definition that may lead project managers to pad schedules and budgets with excessive contingency.
3. On-time DeliveryAny project that is late is considered a failure.
Organizations in highly competitive, time-to-market driven industries are sometimes tolerant of cost overruns as long as a project meets its target launch date.
4. Financial Results Match ProjectionsAny project that fails to meet the financial forecasts set out in its business plan is considered a failure.
In many ways, this is the most effective definition. It's hard to mark a successful investment as a failure.
5. Minimum ReturnThe project fails to meet a minimum return criteria (e.g. a minimum ROI target).
This approach marks a project as successful if it pays back (even if it comes short of the financial forecasts in the business case).
Like him or not, Napoleon was one heck of a strategist and leader.|
How Management by Objectives (MBO) transformed the role of manager from leader to bean counter.|
In 2001, Toyota published 14 management principles. They're nothing short of brilliant. Since their publication, they've influenced virtually every fortune 500 company.|
In a knowledge-driven organization command and control techniques are considered counterproductive.|