Causes of projects’ failure to deliver the value presented in their business cases.

Abstract

The study on causes of project failures was conducted with the objectives: To analyze effective methodologies those contribute to reduce risk and increase value to projects. To understand the factors that come into play to ensure that project deliverables are served as planned in the business case. To identify the required decision making core elements turned into actions/efforts to correct high project failure rates. To offer suggestions for improvements to the analyzed prevailing project management environment. A qualitative approach are used to reach the overall aim and objectives of the study as it is characterized by its ability to provide a deeper understanding of the phenomenon being investigated. Using case study as a research strategy enabled the researcher to explore project management practices from different economic sectors and by using multiple sources of evidence, including: questionnaires and document analysis. Data obtained throughout were analyzed using the instruments a method which yielded from the grounded theory approach. Finally looks at the validity, reliability and triangulation issues to rationalize the different decisions and processes undertaken throughout the research journey. The key findings of the study include: There is a relationship between the methodology used and the success of projects or project delivery. Project deliverables must include the delivery time, budget, quality, scope, risk in relation to what was promised in the original business case. It is recommended that promised business benefits are cardinal measure of project success/failure that would probably not be included on the project managers’ list of clients’ perception criteria of project success/failure measures. Particular attention to this should be given by practitioners who do not include it. Further research may be conducted on project evaluation processes to determine which processes are appropriate, and the appropriate degree of rigor for each process. Project customer and supplier should carefully address each process and its inputs and outputs. Any given project, the project manager, in collaboration with the project customer, is always responsible for success/failure.