Why most projects fail: lack of real decisions

Ever wondered what signals a complex project might send? Sometimes, when a situation seems unusually challenging—perhaps marked by high stakes or persistent difficulties in finding the right approach—it’s a sign to deepen your preparation. Reflecting on scenarios where projects are particularly sensitive, the need for thorough investigation becomes clear. "Pulling out a little extra research" can transform potential roadblocks into informed strategies. What are the critical steps one should take when sensing tension or complexity in a project? Would love your perspective. #ProjectManagement #StrategicPlanning #ProcessServer #LegalSupportServices #CourtDocumentDelivery #SubpoenaService #LegalCourier #ServePapers #CourtFiling #SkipTracing

What do you do when your project timeline has to move? Don't panic! Check out these strategies from Chartwell's Tayler Brantley that can help get your project back on track and moving forward. https://lnkd.in/gw-Ha99D

For those who use Concept-Based Inquiry, we have a template just for you. Move your projects and units through the cycle. Manage the features available at each stage. Add checklists to each stage. Add class case studies, and leave room for students to add their own. Joey Stockinger Rachel French Jessica Humble-Crofts

💰 How — a difference 0.2 mm can boost your project profit by ₹1,75,000—without losing strength and creditability. One of our client (They are into perimeter fencing, have 18 years of experience, yet did not know this hack!) recently faced a common problem: his mesh was strong enough but costing him more than it should. We suggested two small changes: ✅ Slightly bigger mesh opening ✅ Reduced wire thickness by just 0.2 mm What happened for him? 💰 He saved ₹1,75,000 in a single project ⚡ His margins improved without cutting timelines 🔒 He still met strength and IS code requirements 🏆 He looked smarter in front of his client for giving them a cost-effective solution Check out and swipe to know how!

I can usually predict project delays 3 months in advance. With startling accuracy. Here are some dead giveaways: Red flag #1: "We'll figure out the requirements as we go" Guaranteed 4-week delay. Red flag #2: "This is just a rough estimate" Add 50% to whatever timeline they give you. Red flag #3: "The stakeholder is traveling but we can start without them" Prepare for complete rework. Red flag #4: "We've done something similar before" No, you haven't. Add 6 weeks. Red flag #5: "We'll just use the existing system" That system doesn't do what you think it does. It's like a demented game of Chutes and Ladders. Most project managers see delays as surprises. I see them as symptoms. Symptoms of poor planning. Unclear requirements. Unrealistic expectations. The delays aren't the problem. The preparation is the problem. Want to avoid delays? Stop starting projects that aren't ready to start. Most "urgent" projects can wait 2 weeks for proper planning. Most projects that are "ready to go!" aren't ready at all. #Copied

💰 How — a difference 0.2 mm can boost your project profit by ₹1,75,000—without losing strength and creditability. One of our client (They are into perimeter fencing, have 18 years of experience, yet did not know this hack!) recently faced a common problem: his mesh was strong enough but costing him more than it should. We suggested two small changes: ✅ Slightly bigger mesh opening ✅ Reduced wire thickness by just 0.2 mm What happened for him? 💰 He saved ₹1,75,000 in a single project ⚡ His margins improved without cutting timelines 🔒 He still met strength and IS code requirements 🏆 He looked smarter in front of his client for giving them a cost-effective solution Check out and swipe left to know how!

Ever had a project plan that seemed impossible to read? Well, there are ways to fix that and make it more accessible for everyone! Read our latest newsletter to learn more. https://lnkd.in/etY4-iGf

I can usually predict project delays 3 months in advance. With startling accuracy. Here are some dead giveaways: Red flag #1: "We'll figure out the requirements as we go" Guaranteed 4-week delay. Red flag #2: "This is just a rough estimate" Add 50% to whatever timeline they give you. Red flag #3: "The stakeholder is traveling but we can start without them" Prepare for complete rework. Red flag #4: "We've done something similar before" No, you haven't. Add 6 weeks. Red flag #5: "We'll just use the existing system" That system doesn't do what you think it does. It's like a demented game of Chutes and Ladders. Most project managers see delays as surprises. I see them as symptoms. Symptoms of poor planning. Unclear requirements. Unrealistic expectations. The delays aren't the problem. The preparation is the problem. Want to avoid delays? Stop starting projects that aren't ready to start. Most "urgent" projects can wait 2 weeks for proper planning. Most projects that are "ready to go!" aren't ready at all.

A good breakdown of planning failures that lead to project delays. I'd like to add one more for consideration: "They're all priorities!" If everything is a priority, nothing is a priority, and you spread yourself thin over too many tasks. The hard decisions about what to do now and what to do later are an essential part of project scoping that you can't set aside.

Chris highlights a real challenge — unclear scope and weak intake derail projects before they even begin. In my consulting work, I’ve seen how strengthening intake dramatically improves delivery outcomes. Curious how others are tackling intake — what’s worked (or failed spectacularly) in your experience?