As project practitioners have you ever come across a situation where projects are disorganized, out of control, and have a sense of doom and failure? According to research it shows that 31% of projects will be cancelled before completion and 52% of projects cost 189% of their original estimates.
Have you witnessed work patterns where teams work in silos and nobody knows what the other team member is doing? There are many such scenarios which points towards ‘danger’ and project failure. Industry research suggest that, 25% of technology projects fail outright and 50% need massive reworking by the time they’ve finished.
Too many projects fail and it is time to take a different look at the reasons behind project failures and what to do about it. Most of the time, project managers right from the beginning of the project know that the project will be doomed under its given constraints, but the concerned stakeholders still press toward moving ahead against all odds.
With the PMBOK® entering into its 6th Edition and with over 700,000 PMPs using it, it appears that we have covered all the bases in order to improve our project success rates. But project failure rate is still too high and we keep doing the same things and expect different result. This session is not about going over superficial reasons for project failures; it is about exploring the underlying causes for these failures and it offers practical ideas on how to increase the chances you will deliver project success.
Ori Schibi has 25+ years of experience of providing practical new ways of leading sustainable change, managing and dealing with projects, and connecting projects and change initiatives. He has worked for both large and mid-sized organizations (including telecom, financial services, pharmaceuticals, entertainment, aerospace, government agencies, and The United Nations) that have benefitted from Ori’s innovative approach to leading and recovering change initiatives, value creation, efficiencies, collaboration and focusing on customer satisfaction.
Ori is the author of the book Managing Stakeholder Expectations for Project Success. Through his book, Ori focuses on understanding stakeholders’ needs, defining success criteria, and performing activities that add value to the creation of the desired result and ultimately, ensuring the project is aligned with the strategic change initiative. Ori also co-authored a book - PM-BA Role Collaboration – exploring ways to streamline the roles of the PM and the BA to maximize the benefits they produce for the organization.