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Keep in mind that projects may be deemed a failure for reasons outside of your control as a project manager Even when everything is executed properly, there may be changes in direction, strategy, funding, or limited availability of key skilled staff members to effectively complete the project As a project manager, you need to keep these influencing factors in mind and realize there are times when projects are considered failures through no fault of your own It is difficult not to take this personally Still, you must perform a Lessons Learned session, document the issues as well as what worked and what didn t work (including input from the customer), and then move on We discuss this in more detail in 13
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The Emerging World of Project Management
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At the end of the day, the success or failure of a project depends entirely on measured results and perception a project may be on time and on budget, but may not meet the customer s expectations
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By now you should have a better understanding of what constitutes failed projects; things you can to do to help prevent projects from failing; what a project is; what project management is; the three takeaway points; the AIM strategy, and what a program is To test yourself on these important topics, take the following simple pop quiz:
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1 What is a project 2 What is a program 3 What are the three takeaway points from this chapter 4 What does AIM stand for 5 Name three reasons why projects fail
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Take a few minutes and write down your answers Then refer back to the appropriate sections in this chapter for confirmation or check out the answers that follow Answers:
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1 A project is a temporary endeavor to create a unique product, service, or result It has
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a definite start and end, is usually short term in duration, and has clearly defined goals and objectives
2 A program is a collection of projects, usually has no end date, and tends to be longer
term in duration
3 The three takeaway points are
Stay focused on the end goal and objectives of the project Use the tools available to help effectively manage the project Work as a team (remember, the number-one asset on the project is the team) Analyze the situation and get involved with the key stakeholders, develop the plan as a team, and obtain formal acceptance for the project plan Implement the approved plan Manage the whole project and nothing but the project
4 AIM stands for
PMP Certification: A Beginner s Guide
5 Here s a sample summary list of reasons of why projects fail:
Lack of project management discipline Lack of user (key stakeholder) involvement Lack of project sponsors committed to or involved in the project strategy and direction Projects not meeting the strategic vision or business needs of the company Projects started for the wrong reasons Lack of properly trained or skilled people to work the project Lack of cultural skills and ability to manage in a multicultural environment
References
1 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth Edition,
(PMI Project Management Institute Global Standard: Newtown Square, PA), 2008, page 5
2 Wikipedia, http://enwikipediaorg/wiki/Governance 3 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth
Edition, (PMI Project Management Institute Global Standard: Newtown Square, PA), 2008, page 13
4 Liker, Jeffrey K and David Meier, The Toyota Way Fieldbook: A Practical Guide for
Implementing Toyota s 4Ps (McGraw-Hill: New York), 2004, page 325
5 Liker, Jeffrey K and David Meier, The Toyota Way Fieldbook A Practical Guide for
Implementing Toyota s 4Ps (McGraw-Hill: New York), 2004, page 313
6 TechForum, The Top 10 Reasons Why Projects Fail, issued by AST Group
(Johannesburg), July 12, 2001
7 Ibid
Project Management Process Groups
PMP Certification: A Beginner s Guide
Key Skills & Concepts
Importance of the five PMI process groups Initiating a project Introduction to the nine PMBOK knowledge areas Inputs, tools and techniques, and outputs Application of project knowledge Mapping processes to knowledge areas and process groups Closing process group Code of ethics and professional conduct
his chapter further defines, identifies, and describes PMI s five process groups as well as briefly introduces the nine knowledge areas and their associated processes required for most projects This chapter also details PMI s Code of Ethics and Professional Conduct, why this is important for project managers and project teams, and what to expect in this section on the PMP exam
What Are Process Groups
Process groups serve as independent domains (or groups) of processes that are tied to a particular phase of a project They are often iterative in nature, meaning they build on one another Each process group has associated project management processes that are linked by respective inputs and outputs; for example, the output of one process often becomes the input to the next process PMI recognizes and endorses five basic process groups (sometimes referred to as domains) These five process groups have clear dependencies and are typically performed in the same sequence on each project They are independent of application areas or industry focus [1] A process group can also be performed independently, for example, planning a project that doesn t get funded or closing a project at the end of its life cycle where closing the project is a project in itself
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