Project failure rates - a call to action or complacency?

​​🤔 Project failure rates – a call to action or complacency? 

I recently had the privilege of being a keynote speaker at the Project Management Institute of New Zealand conference in Wellington. It was an excellent event. My presentation focused on the case for #P3G (Project, Program and Portfolio Governance), highlighting how poor governance often contributes significantly to project failure.

Throughout the conference, it was sobering to hear many presenters echo the sentiment that despite advancements in methodologies, technologies, and expertise, numerous projects still struggle to achieve their intended outcomes, deliver value, and meet objectives. The enduring prevalence of failure rates over several decades prompts a critical question: has failure become so normalised that it's accepted as the norm rather than a call to action?

The persistence of these failure rates compels us to contemplate whether organisations have indeed resigned themselves to failure as an inherent part of the process, rather than recognising it as a pressing issue demanding urgent attention. Accepting failure as the norm risks breeding complacency and fostering a lack of accountability. It can create a culture where subpar performance is tolerated, inhibiting innovation and impeding progress.

However, viewing failure as the norm also presents an opportunity for introspection and transformation. It urges us to reassess existing methodologies, pinpoint systemic issues, and enact proactive measures to bolster project success rates. By embracing a mindset that prioritises learning from failure and nurturing a culture of continuous improvement, organisations can break free from the cycle of mediocrity and aspire to excellence.

SO, given failure rates in projects have persisted for decades, I posted the following challenge on LinkedIn:  Should we just accept this as the norm? OR, instead, should they serve as a rallying cry for organisations to recommit themselves to the pursuit of excellence, innovation, and continuous improvement?

The post received a great deal of interest and response on LinkedIn: https://www.linkedin.com/posts/adrianmorey_p3g-p3g-pmi-activity-7167604323198128129-x6hD?utm_source=share&utm_medium=member_desktop

In summary, projects are intricate endeavours influenced by numerous variables, and failure can stem from a multitude of reasons. From inadequate governance, low organisational PM maturity, to poor project manager competency/selection - the causes of failure are diverse and often interconnected. It's crucial to acknowledge the complexity inherent in projects and recognise that solutions must address a spectrum of issues.

The debate whether project failure is primarily a process or PM competency issue, is insightful. While strong project governance/management is essential, competent PMs play a pivotal role in navigating challenges and steering projects toward success. In my experience, both process improvement/implementation and skills development/competency are integral to consistently improving project outcomes.

Moreover, perceptions of failure can vary among stakeholders, and success metrics may differ significantly. A project that fails to meet certain objectives may still ultimately realise highly valued outcomes. Embracing diverse perspectives and recognising the multidimensional nature of success and failure is key to fostering a comprehensive approach to projects.

#P3G
#NZPMIConference2024
#ProjectGovernance
#ProjectManagementExcellence
#MasteringGovernance 
#ProjectSuccess
#ProjectManagement 

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​For more insights on better practice project governance, the P3G Guide is go to resource. 

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