Project Management Failure

4056 WordsNov 16, 201117 Pages
PROJECT MANAGEMENT FAILURE: MAIN CAUSES by Soraya J. NetoAlvarez A Graduate Research Report Submitted for INSS 690 In Partial Fulfillment of the Requirements of the Degree of Master of Science in Management Information Systems ` Bowie State University Maryland in Europe March 2003 TABLE OF CONTENTS Page ABSTRACT LIST OF CHARTS AND TABLES CHAPTER I LITERATURE REVIEW Understanding Failure The Systems Failure Method II METHODOLOGY Sample Selection Procedure Limitations III PROJECT MANAGER (PM) CHALLENGES Managing People The Organizational Challenge Lack of Resources Lack of Clear Vision and Objectives Lack of Training Project Size Lack of User Involvement IV ANALYSIS AND DISCUSSION V CONCLUSION RERERENCES APPENDICES A. Interview…show more content…
Analyzing failure is not always that intuitive, so PMs are starting to apply the system failures method to information systems analysis to prevent project failures. The Systems Failure Method The aim of the Failures Method is to investigate some identified failure to learn what aspects of the situation may have led to the failure occurring. The investigation consists of comparing “ideal” models against the real-life failure situation. This comparison is expected to reveal discrepancies between the two, highlighting areas of concern. These discrepancies can then be interpreted in relation to the failure situation and conclusions can be drawn. (West 1998) Investigating whether failures can be avoided, or reduced by some degree, is certainly a worthwhile effort. Studies suggest that most IS project disasters are avoidable (Heekens 2002). Many times, warning signals occur long before an information systems project has begun to fail. History has shown that software projects are far more likely to be successful if they are highly focused and built upon well-understood technology (Heekens 2002). 2 CHAPTER TWO METHODOLOGY This study was designed to identify the main causes for project failure. Interviews with Project Managers from General Dynamics Systems Integration Management Office (SIMO) were conducted. Data gathered from interviews was analyzed and corroborated with previous surveys and case studies on project failure. Sample
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