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PROJECT MANAGEMENT SPECIALISTS   


Why Projects Fail - The KPMG Canada View
 
 

The KPMG Canada Survey - 1997.

The findings of the KPMG Canada survey were that projects failed for the following reasons:

 

 Parthenon Consultancy for project management, safety training and business books Poor project planning. 
Specifically, inadequate risk management and a weak project plan. Risk management becomes more important as the organization gets bigger. 
 
 Parthenon Consultancy for project management, safety training and business books Weak business case. 
The need for the system should be justified in ways that relate directly to the organization's business needs. 
 
 Parthenon Consultancy for project management, safety training and business books 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.
 

The KPMG report additionally found:
 

 Parthenon Consultancy for project management, safety training and business books Project failure is more often because of schedule overruns than budget overruns
 
 Parthenon Consultancy for project management, safety training and business books Many projects failed because they used new or unproven technology
 Parthenon Consultancy for project management, safety training and business books Poor estimates or weak definition of requirements at the planning stage contribute to project failure
 
 Parthenon Consultancy for project management, safety training and business books Projects run into trouble because of the vendor's inability to meet commitments
 



The Bull Survey
The Chaos Report
The OASIG Survey
The OGC Project Failure Statement
Why Projects Fail

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