We Cannot Ignored Project Failures in an Organization

Airbus is an airline manufacturer who is based out of France .It has production facilities in many countries including France, Spain etc. It has a revenue of around 60 billion euros and a net income in 2.34 billion euros. Airbus employs around 63000 employees at its 16 sites in the countries it is present.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Project management provides reasonable scientific solutions in order to overcome difficulties and achieve success. Each project has a variety of objectives have to achieve, these objectives are vary and can be for organization objectives or for social objectives. However, the project objectives could face some obstacles could be lead to limited success. The attempt to discover the factors of project success and project failure was not easy task for both scholars and expertise. These definitions can provide a close understanding and explanation for these terms. Many project management literatures have variety definitions of project success. (Adinyira, 2012) pointed out that Pinto and Slevin (1988) defined the success as delivering projects on proper time, cost and quality. Others like westerveld, elizabith have different ideas regarding the success that are related to the judge of stakeholders and organizational management. However, nowadays success become more complex issue to determine, it is not only meeting the costs and time it is belonging to the typology and sector of the project

In this paper the word ‘project” is defined, discussed and elaborated on. The phases of a project lifecycle and its purpose are to be discussed, and how it is important for organizations to use project management to accomplish tasks will in conclusion be discussed thoroughly. The indisputable word ‘Project” may be defined in numerous unusual ways, some can all have the same meaning and others can mislead a reader. The definition that accurately explains what a project is, comes from the Houghton Mifflin Company (2009) website stating; “something that is contemplated, devised, or planned; plan; scheme.” A definition that can mislead a reader is this definition from the same website just two paragraphs

Historically, project success has been directly tied to the Iron Triangle of cost, time, and quality. While most of the articles reviewed for this study refer to these standards for success criteria, the overwhelming majority find that they are not enough to fully define what success is. Atkinson (1999) defined two types of errors in project management and places using the Iron Triangle as success criteria into the category of not doing something as well as it could be done. This comes from an understanding that projects that meet cost, time, and quality requirements can still be considered failures while projects that run over on cost and time can still be considered successes (Belassi & Tukel, 1996; Dvir & Shenhar, 2003). Anton de Wit (1988) found that success is time dependent and that a project may be perceived a success one day and a failure the next.

Until 19th century, in an industry, almost all the projects were handled by engineers themselves. Halfway through the 20th century, project management evolved as a discipline in the field of engineering, construction, manufacturing and defense. As industrial evolution took place complexity of the projects undertaken by industry increased and organizations began applying management tools and techniques to plan these complex projects. Nowadays, from past 30 -40 years, project management has been integral part of almost every industry. Be it a pharmaceutical, IT, healthcare or government agency; project management thrives in it. Hence surely, it has changed the face of industrial project in terms of planning, organizing and controlling the resources to achieve the desired goals. And it will continue to do so in future. The article supports the claim that industrial project management has changed over the years and will evolve more and more in the future also.

In many studies and reports, project successes tend to be measured against the prescribed schedule, cost and performance. In reality, project success measurement should be against projects constraints and the operational readiness status of the business environment. The combination of the two will assist in efficiently using the product or service as intended.

Baz Khindi (n.d). Project failure - what are the reasons for and statistics on it? Retrieved July 24,2012,from http://www.articlesbase.com/training-articles/project-failure-what-are-the-reasons-for-and-statistics-on-it-871395.html

In Recent times, there is an increase in interest in project management because most of the complex projects are often late, over budgeted and fail over and over again. Standish report says, there is 24% of projects that are failed or cancelled prior to completion or may be never used. 32% of them are successful which are delivered on time, on budget with required features and functions. And remaining 44% of the projects are challenged projects which are late, over budget or less than the required features and functions. The surveys says the IT project cost overrun on 2015 was 59%. Every organization wanted to be successful in delivering the projects. So it is important to implement models or methodologies to follow, check and verify the

Although it is clear through research that nearly all project managers agree that establishing critical success criteria is important to providing satisfaction, benefits, and value for a project, it is just as clear that this process is often overlooked. There may be several reasons for this. One, based in historical views of project management, is that project success is directly tied to the iron triangle of requirements, namely time, cost, and quality. Another reason may be that it is very difficult to accurately define meaningful success criteria. It appears that the only thing most, but not all, researchers can agree on is that true project success encompasses more than just project management success.

Technology projects worldwide are costing companies billions of dollars more than they budgeted for, and almost half don 't live up to the clients ' expectations. Newspapers and business dailies trumpet few project successes but a massive number of failures. As projects grow larger and more complex with every passing year, their outcomes - both successes and failures - become fodder for the media and our competition. Unfortunately, project failures tend to predominate as they not only make sensational stories but also are far more common.

Projects these days require extra monitoring to retain efficiency in project during its production, they are always tricky to organise but they get worse when project managers are under pressure to deliver a successful outcome within specified constraints. However, in recent years, there has been an increasing amount of literature consistently showing that projects often fail by going into frequent cost overruns, delays,

A project is defined by the Business Dictionary as a “planned set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations”. Projects are targeting defined objectives and they can include different deliverables.

In the past projects success was measured using the “triple constraint”, delivering the project on time, within budget and to specification. Contemporary management of projects has shifted to being measured strategically. Consequently, the evaluation of the success of projects has also changed to incorporate parameters beyond the “triple constraint”.

The second airline company that holds a majority stock in the passenger airliner world is Airbus. Airbus has a family of five passenger airliners as well, including the A320, A330, A340, A350, and A380 families. The flagship A380 double decker aircraft can carry over 525 passengers in three section configuration, over 800 passengers in a single class configuration. Airbus has been highlighting milestones and achievements for 40 years, boasting marks such as the first wide body twin engine airliner producer in 1974 to its record breaking arrival of the A380 in 2007. All of Airbus' fly by wire systems onboard its aircraft and modularity between models significantly cut operating costs for the fleet which are passed to the consumer. Airbus employs over 59,000 in multiple locations around the globe concerning its passenger airliner department.