project succes
- 1. GROUP 3: NORIZZA SYAFIQAH BAHRIN P65408 NURUL LIYANA BT. RUSMAN p61498 SARAH BT. ISMAIL P65378
- 2. Definition: Failure to meet one or more of the four primary project metrics (Performance, Cost, Time and Scope) that results in the failure of the entire projects as it pertains to the organizational goal.
- 3. Performance When the deliverable does not meet the requirement: Failure to address expectations Poor training Poor quality control Subjective validation
- 4. Cost When the project’s allocated budget is exceeded Money is an issue for most companies and is one of the few measures that can be a big indicator or cause of failure “You have a great product, but it cost too much to get it done!
- 5. Time When the project was not completed within the allocated time frame Poor planning or impossible imposed deadline? “How much longer must we wait on this?
- 6. Scope When the costumers don’t get what they ask for.. Keys to failure : poor communication and interpretation Example “I want a spoiler” For any given project, scope can be used to determine whether a project is complete
- 7. “Those projects that do not meet the original time,cost and quality requirements criteria” (Dr John Mcmanus and Dr trevor Wood Harper)
- 8. project is success if it achieves all of the agreed “project objectives” a project must deliver to cost, to quality, and on time. a project must deliver the benefits
- 10. Why do projects fail? ... perhaps processes got worse rather than better, maybe they were cancelled because of cost overruns, or perhaps systems were launched with fundamental errors. How do you know when – and why – a project has failed? In many cases, the reason for failure is obvious. However, the definition of failure isn't always clear: one project with a significant delay might be described as a failure; yet another, with a similar delay, might be seen as a stunning success.
- 11. Common Causes of Project Failure 1.Lack of clear links between the project and the organisation's key strategic priorities, including agreed measures of success. 2. Lack of clear senior management and Ministerial ownership and leadership. 3. Lack of effective engagement with stakeholders.
- 12. Common Causes of Project Failure 4. Lack of skills and proven approach to project management and risk management. 5. Too little attention to breaking development and implementation into manageable steps. 6. Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits).
- 13. Common Causes of Project Failure 7.Lack of understanding of, and contact with the supply industry at senior levels in the organisation. 8.Lack of effective project team integration between clients, the supplier team and the supply chain.
- 14. Undefined objectives and goals •Lack of management commitment •Poorly defined roles and responsibilities Poorly •Poor communication PROJECT managed •Team weakness FAILURE •Lack of organizational support Stakeholder conflicts Insufficient •Enterprise management of budget resources Resources •Estimates for cost and schedule are erroneous (funding and •Business politics personnel) •Competing priorities
- 16. Lack of agreements on goals No written project implementation plan Rapidly growing project Repeated contract modification Project managed solely by contractor Major deliverables are late
- 17. PROJECT MANAGEMENT FAILURE MARCH 2013 GROUP 3
- 18. Sydney Opera House GROUP 3/MARCH 2013
- 19. Sydney Opera House Background GROUP 3/MARCH 2013
- 20. Sydney Opera House Background Problems appeared from the start of the project: Utzon protested that he had not completed the designs for the structure, but the government insisted that the construction get underway. The government changed the requirements of the design after the construction was started, from two theatres to four, so plans and designs had to be modified during construction. Since the design created by Utzon had never been done , Utzon still altered the geometry of his design even after four years of construction. During the year of 1965 a new government was appointed in NSW and they withheld payments for Utzon’s plans as they opposed to his building methods. This forced Utzon to resign from the project in 1966 and a team of Australian architects were appointed to finish the construction. GROUP 3/MARCH 2013
- 21. Sydney Opera House If Utzon, in cooperation with the engineering team, would have had the chance to finish the design, the estimation of the project cost would probably been so high that the project would never have been implemented. The involvement of engineers and suppliers at an early stage in the process was a criteria for the successful outcome of the project. Utzon’s delay and withholding of the designs he created, caused a problem of learning for the next architect who took over. For these reasons, and more, Utzon was seen to be a dangerous stakeholder, and his power in the project led to erratic decisions and many re-designs. Utzon’s ability to oppose his will without having legitimacy was a direct consequence of SOHEC’s lack of urgency. GROUP 3/MARCH 2013
- 22. Sydney Opera House While the NSW government was absent in a lot of the management decisions, it was ultimately Utzon’s responsibility to monitor his own actions and focus on the goal in respect to the client. His lack of self control gave the definitive stakeholder, the NSW government, an opportunity to remove him from power. If stakeholders throughout this project were managed properly, cost over runs and re-designs could have been minimized. Through this analysis, it has shown the importance of identifying stakeholders, and how their influence can affect the outcome of the processes of such a project. GROUP 3/MARCH 2013
- 24. Spent the time to define the project objectives, scope, assumptions, risks, budget, timeline, organization, and overall approach. Differences of opinion between the major stakeholders need to be resolved before the project starts Project manager (PM)needs to create an overall project work plan before the project starts. PM need to ensure he detailed work mapped out over the next few months to ensure that the project resources are assigned correctly once the project actually begins