Who to Blame for Project Failure?

Project failure is not a nice topic. None of us want to be involved in a failure. But when a failure occurs, we feel compelled to assign blame. But who to blame and how to avoid the same problems in the future?

For most businesses, even admitting they have a failure is difficult. But what is a failure? Failure is not that easy to define. Is it when we fail to meet the project’s critical expectations? Is it when we fail to meet the original project business objectives? Is it when the project is late or over budget? Is it when the software works but does not produce the benefits sought? The answer to all these questions is, maybe. Failure can be many things and the definition is what the people involved think it should be. As a matter of fact, most projects have their objectives or measurement of success redefined before they are declared failures so they can be called successes.

Projects do fail and they fail from many different reasons. However, we contend the key reason for failures are companies don’t really understand how they work. And that happens because they don’t take the time to describe and document how their business operates and works before they contact sellers (consultants or software providers).

Adaptive Growth’s approach addresses the current and great demand for a solution to ERP project failures.

Download our free E-book–The Symptoms, Reasons, and Causes for ERP project failure from our web site www.adaptivegrowth.com.