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The
KPMG Canada Survey - 1997.
The findings of the KPMG Canada survey were that projects failed for the
following reasons:
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Poor project planning.
Specifically, inadequate risk management and a weak project plan. Risk management becomes
more important as the organization gets bigger.
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Weak business case.
The need for the system should be justified in ways that relate directly to the
organization's business needs.
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Lack of top management involvement and support.
This often dooms the project to failure before it starts. Securing buy-in from the top,
often by a strong business case backed up with a realistic project plan, is an essential
step.
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The KPMG report additionally found:
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Project failure is more often because of schedule overruns than budget overruns
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Many projects failed because they used new or unproven technology |
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Poor estimates or weak definition of requirements at the planning stage contribute to project failure
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Projects run into trouble because of the vendor's inability to meet commitments
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The Bull Survey
The Chaos Report
The OASIG Survey
The OGC Project Failure Statement
Why Projects Fail
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