The number of factors that can push a project toward failure is almost limitless. An unrealistic schedule, budget shortfalls, scope creep, even internal politics can wreak havoc on a project – or doom it altogether. Sorting out the root cause of the problem amid the wreckage of a failed project isn’t always easy, and oftentimes the finger of blame gets pointed at the most convenient scapegoat: the project manager (PM).

While it may be easy to saddle the PM with the blame for failure— the job title alone implies ultimate responsibility – the true reasons for an undesirable outcome usually run deeper than just one person.

Pointing Fingers

• Project management analyst firm Mosaic Project Services Pty Ltd identified 29 commonly cited reasons for project failure (e.g., material shortages from suppliers) and found that only seven fell exclusively in the realm of project management. The other 76% came under the purview of the organization’s general and executive management.
• If the processes leading up to a project’s launch are flawed, then there’s only so much a project manager can do, says Thushara Wijewardena, chief project officer at software developer Exilesoft Ltd, Colombo, Sri Lanka. “Project managers are not gods, and none of the estimation methods I know of are 100-percent accurate enough to define budgets or timelines accurately at project initiation.”
• Legendary statistician and management consultant William Deming famously said systems or processes cause 95% of problems in business, and people cause just 5%.
• Often PMs fail because they are setup to fail. Organizational structures that support good project management and the people who perform it simply do not exist in many companies. Within any organization today, there is a wide range of experience in PMs.
• In large matrix organizations where team members report to functional managers rather than to the PMs, the latter has considerable responsibility but little to no authority or control. Having worked for many large matrix organizations (i.e., IBM, ExxonMobil Oil and BMC Software), I can say this was the biggest single problem that I continually ran into. The next biggest problem I ran into was poor stakeholder engagement and/or a change in organizational priorities which can mess up or freeze a project.
• PMs often take the fall for failures, even though a project consists of many working parts. But the real culprit is often a lack of strategy and processes to support a project’s successful delivery. Unfortunately, many executives don’t see the reality of the bond between strategy, process and projects which opens the door for project failures. Bottom line: strategy, process and projects are inextricably interwoven, and all these elements can’t be ignored.

Creating a Culture of Responsibility

Countless studies over the last four decades point to similar findings: Approximately 50% of projects undertaken have been late and/or exceed budget, approximately 25% will be cancelled, and approximately 25% will succeed on time and budget.

The success of a project most typically depends on people – not technology or tools. It crosses all industries, from manufacturing to financial services. Because technology advances so rapidly – with significant dynamics occurring every 6 – 12 months – projects tend to have high degrees of uncertainty. Methodologies change, skilled personnel turnover can be high, and there are currently no standard benchmarks for evaluating abilities and skill levels. This constantly changing environment makes the job of being a PM very challenging by juggling technical expertise with strong communication and leadership skills to achieve consistent success.

It’s easier for the PM to take the blame for project failure when organizational leaders create a culture of responsibility and own up to their mistakes. When executive management steps forward to take some blame for project errors, it creates an environment where it is accepted that no one is perfect, and everyone makes mistakes. The PM needs to know that he or she still has the organization’s confidence. Organizations that understand the concept of failing fast and failing forward – within reason – will grow more mature PMs. It may not really matter whose fault project failure is as long as lessons are learned, and mistakes are not repeated.

Henry Ford

“The only real mistake is the one from which we learn nothing.”

“Failure is simply the opportunity to begin again, this time more intelligently.”

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