**Check Answer and Add to** Discussion Question 8-1 . The practices associated w
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**Check Answer and Add to**
Discussion Question 8-1. The practices associated with project success are documented in many books, discussed at conferences, and taught in many courses. If the elements of project success are known and the consequences of failure are so undesirable, why don't more government and commercial organizations use these success factors or practices to prevent project failures? (one or two paragraphs)
Answer
According to a Harvard Business Review article named Why Organizations Don’t Learn, organizations fail to learn because employees take action too quickly and try hard to fit in (Gino, 2015). Take action too quickly refers to employees, specifically managers, natural desire to execute tasks and the lack of not planning on the execution tasks. In other words, organization simply doesn’t take time to study ways to approach a task or think before you act. Trying hard to fit in means people tend to want to join the social or organizational norms of the company at the expense of giving up their skills or education. This means we may take a class in Acquisition but fail to implement training because it does not fit the social norms of the organization. The article goes on to touch on other areas but I find the two concepts discussed in this post greatly apply to question 8-1.
Explanation / Answer
Solution:-
Yes, the elements of project success are known to all and we all know the consequences of failures, still government and commercial organisations are unable to prevent project failures because there are certains reasons behind that. we need to understand what is project failure and reasons thereafter.
Reasons for Project Failure
Research did by Pinto and Mantel (1990) on the reasons for Project Failure and uncovers a decent clarification that envelops both inner productivity and outside adequacy.
They express that Project Failure is an obscure idea, which has evoked much as to its definition, as the case with the meaning of task achievement.
A project is viewed as a failure "at whatever point an undertaking does not meet the desires of the partners". This has loads of effect to both the association and all partners to the venture. They include: cost and time overwhelms, quality degradation, dissatisfaction and stress, some of the time coming about to individuals stopping, low corporate market esteem, low general conclusion and negative media campaigns. The aggregate impact can be expensive to the association; on occasion even power the organization into closure. Bienkoski (1989) distinguished ten factors that can promote project failure and they are:
Absence of change management - happens when there is no technique to deal with or perceive changes.
Correspondence - causes delay or even failure since colleagues don't have the data they required, issues or changes don't get raised, project reporting is drowsy.
Insufficient resources - Task take longer than anticipated to finish, due dates and points of reference get missed, and project fulfillment date comes into danger, one end of working more than would normally be appropriate (double shift) to complete the work
Nobody is in charge- not even the undertaking administrator, who is alloted to the task yet not given the free hand to deal with the venture. This is most issue experiences in matrix organization.
Undertaking needs structure - caused by things, for example, critical tasks being under evaluated
Erroneous evaluations-A top- down arrangement causes constraints on the forecast of the cost of the task
Poor hazard administration - The task start stage isn't legitimately arranged
Lacking non-assets - are not designated to the undertaking; for example, it isn't feasible for a project to succeed if the correct assets are made accessible for that task
Incompetent task administration aptitude
Project changes from its unique target and objectives- This can happen because of extra necessity from the customer.
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