6.9 Success and Failure of Projects

Projects are all the more successful …

  • the more the project stakeholders are involved in the project, 
  • the more clearly the objective of the project is defined,
  • the more aware all project participants are of the goals and tasks, 
  • the simpler and more practical the agreed standards are,
  • the better plans and reality are synchronized,
  • the more certain the statements about the project status are,
  • the more clearly roles in the project are defined and lived, 
  • the more the project is supported by the line,
  • the more clearly the “rules of the game” are agreed upon and lived by, 
  • the better the project team is able to deal with conflicts, 
  • and the more competent and experienced the project manager is,
  • the more the project team learns from the experience of this and past projects.


Projects can fail because …

  • the project objectives are unclear or not clear enough,
  • the date is chosen too “sporty” in the sense of “you’ll manage” – or the date is even completely unrealistic,
  • the available budget is insufficient, 
  • the planning for the project is too rough or too precise,
  • the planning is completely unrealistic because the project must be successful on paper,
  • the project organisation is unclear,
  • the responsibilities within the project are unclear,
  • the responsibilities for the project outside the project are insufficiently clarified,
  • the project team should just get started,
  • no one’s really up for the project.