Last Updated on 2 October 2025 at 17:12
Today, almost 1 of 2 projects are failing. To reduce this waste, both business managers and project managers (PM) need a different approach.
This 2’500 words article is providing a simplified project management approach to address common errors during the implementation phase.
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Table of Contents
Projects fail (too often)
The latest Pulse of the Profession® publication from Project Management Institute in 2017 is consolidating data from 3,234 project management practitioners. Some surprising facts:
- Only 69% of projects completed within the organization successfully met the original goals and business intent of the project.
- Only 57% of projects finished within their initial budgets.
- Only 51% of projects finished within their initially scheduled times.
This survey is based only on data from the project, program, and portfolio manager practitioners in the PPM industry. Thus, it is safe to assume that the figures in the “real world” are much higher.[/membership]
Possible causes of failed projects and programs
Project management includes a broad range of activities that are taken for granted.
In the past, the major cause for failed projects was the absence of links between top-level strategy and operational implementation. Hence the creation of a project management office (PMO) to coordinate all stakeholders involved, the multiplication of PM certifications and diverse methodologies, as well as PMO advisory services.
Is this the answer to avoid project failures ?
Yes and no. It depends. There is no magic solution that can be applied to all situations. Indeed, the business world is becoming more complex, and market conditions more unpredictable. An “easy to apply” solution cannot magically offer guaranteed success overnight.
Among the possible causes of a failed project, we can briefly identify:
- the lack of operational effectiveness,
- slow adaptability to new conditions,
- incomplete consideration of the final customer’s needs,
- insufficient resources (human and/or financial),
- inadequate risk evaluation,
- inexperienced and/or passive people involved,
- the absence of a solutions-driven mindset.[/membership]
What is a successful project delivery ?
Successful project delivery has to be:
- on-time,
- on-budget,
- and showcasing clear benefits realization.
The business outcomes of a project should last for a least 2-3 years.
In addition to this, successful business outcomes of a project should last for at least 2-3 years, even in a changing market as today. From a business perspective, those key elements should apply to any project, regardless of its initial investment, size, and its final benefits.
An organization has a fairly limited view before engaging in an investment. The following criteria are taken into account:
- how long it takes,
- how much it cost,
- and how much the final profit.
Let’s examine how these business criteria apply to the most important aspects of a project. For the sake of simplification, we will consider in this article only the most important possible applications.[/membership]
How to increase chances of
successful project delivery
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My recommendations:
In-house, or temporary project managers ? This decision is dependent on several factors.
- I do recommend the easiest and less costly approach when looking for a Project Manager. Consider the “utility value” approach, which is an analysis of the cost versus real need.
- Indeed, an individual having the right industry experience, the right certifications, and the right attitude is not a guarantee that your project will be managed well, and even less that your project will be successfully delivered. Moreover, he/she will come with a high price tag you cannot afford as a business.
The project manager or program director role can be taken by someone already inside your company.
- Various factors such as lassitude, lack of motivation, a wrong perception of poor financial compensation, lack of recognition, unhealthy working atmosphere, can greatly impact the successful delivery of your project(s).
- Also, consider that very often, the project manager or program director role can be taken by someone already inside your company. A substantial end-project bonus, a promotion, or whatever interesting advantage will be just fine. Your organization will have a win-win deal.[/membership]
Conclusion
Keep in mind that market and business conditions are
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Takeaway message:
- For each project, compute the trade-off between theThis content is for members only. The following subscriptions are available: 1 x Publication and Total Consulting.
Join NowAlready a member? Log in hereExplanatory footnote about this article
This article is reflecting my hands-on practice when working on the recovery of large-scale and complex projects for large multinational businesses, as well as when supervising junior project managers. This article has been prepared for informational purposes only, and shall not be considered as an offer or a personal recommendation.
I am internationally certified in the management of complex projects, associated risks, and portfolio management. In practice, I apply a unique methodology crafted to the particular situation of the company I temporarily assist.
I am often asked to help businesses as a non-executive advisory director or taking an interim C-level, implementation role. I have good expertise in:
- setting up the necessary structures for the Project, Program and Portfolio management,
- implementing the right processes and governance structures,
- improving operational effectiveness,
- or recovery of failed projects and programs.
I deliver projects for various business structures, sizes, and diversified industries. You can find more about me here.
Engaged at board & C-level in start-up, mid-sized, large multinational environments (Fortune 500) to solve strategic, financial, and operational issues.
Specialities:
• recovery of failing Projects & Programs
• strategy definition + implementation of transformational change
– turnaround
– performance improvement
– operational restructuring
– digital transformation.
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