Reasons Why IT Projects Fail
Technology has forever changed the business world,
and many would say for the better. IT has made it easier to work remotely,
streamline processes, connect with customers, and much more. However, one
question on business leaders’ minds is why do so many technology projects still
fail?
According to one study by McKinsey, more than 40
percent of IT projects
fail. In the study, 17 percent of projects with budgets over $15 million failed
so badly that they threatened to end the business.
Even when projects do not fail, many run over
budget and exceed the deadline. The average large technology project exceeds
the budget by 45 percent, runs over the deadline by 7 percent, and in the end,
only achieves about 56 percent of the perceived value. However, businesses can
learn from others’ failure. Below are the most common reasons why technology
projects fail, and how business leaders can avoid making those same mistakes.
Shortage
of Resources
One of the most common and obvious reasons why some
technology projects are unsuccessful is simply resource limitation. In a survey
by Innotas, 74 percent of respondents cited a lack of resources as the primary
reason why they were unable to meet project demands.
This could be an easy problem to address if
organizations planned thoroughly, ensuring that they have all they need. But,
unexpected issues can always arise. For example, one resource mistake some make
is not assigning enough players to one project. Giving each team member an
unrealistic workload can not only hurt their individual ability to perform but
their work morale.
No
Clear Business Objective
Before beginning a tech project, organizations need
to establish two points:
What do you want to achieve?
How will it be valuable to overall business
success?
It feels like there is a new app, software, or
device every year, and business IT can be pressured to keep their organizations
equipped with the latest. Some organizations may feel like they need new tools,
programs, and other IT ventures because everyone else has them. However, this
mindset can be devastating for companies. It becomes problematic if the new IT
project doesn’t have a clear objective and quantifiable end result.
Objectives help keep teams on track. Without them,
they are swerving all over the place, and will inevitably crash. In fact,
missing focus and unclear objectives were cited as the top causes of project
failure in the McKinsey study.
Lack
of Leadership
Managers and leaders are vital to the success of
tech ventures. They help shape the team environment. establish team processes,
and motivate other members of the team. Successful IT projects often have
leaders that understand the “big picture” and the role their work plays in it
too. Intel CIO (Chief
information officer), Kim Stevenson, reflected this mindset recently
saying, “There are no IT projects, only business projects.”
It is important for IT
managers to delegate tasks to ensure that each individual understands
how their work fits into the project. Individuals should have a clear set of
expectations, which they are capable of meeting. Successful leaders are not
only responsible for delegating tasks and setting expectations on a team. They
are also maintaining the team morale, especially motivation.
One of the best but overlooked ways that team
leaders can foster member motivation is by establishing a continuous, two-way
stream of feedback. Asking for feedback from members can be just as important
as giving it. This method gives each member a sense of value within the team
and can increase motivation. Feedback can also help to reflect on the progress
of a project and identify any red flags before they happen. When feedback is
absent or lacking though, performance and motivation often suffer.
Micromanaging
Leaders should take an active role in project
development, however, they should also know when to take a backseat. One of the
worst mistakes that managers can make is to micromanage. Micromanaging is a
time suck and motivation killer. By focusing too much on the details and
constantly controlling how team members complete tasks, project managers can
often lose sight of the big picture. They lose time to devote to other tasks
and before they know it, the deadline has arrived and the project is incomplete.
It can be easy to get lost in the details,
especially for longer ventures. However, even the most talented workers can
struggle to perform when the boss is hovering over their shoulders all the
time.
With a talented team, leaders should be able to loosen
the reins a little. The key is to provide members with direction and support,
but give them the opportunity to work independently. Managers should have
regular check-ins with members to review their progress and be available if
needed, but remember that each person has a role. Micromanaging will make your
team members feel purposeless, undervalued, and stressed.
Poor
Collaboration
Strong collaboration is perhaps one of the most
influential factors that affect project completion. In fact, 86 percent of
execs say failures are caused by poor collaboration and communication.
Furthermore, 97 percent of executives and employees agree that a lack of
alignment negatively impacts the completion of a task.
Delegating tasks is important, so that every member
understands their responsibility to the team. However, where some IT projects
go wrong is that team members don’t communicate or collaborate effectively or
at all. Some take on the mindset that, “It’s not my job, you do it.”
Unfortunately, that is one of the warning signs of a disengaged employee, and
they can be toxic to meeting business goals. Incorporating collaboration from
the start can help prevent members from falling into this category.
From the beginning and throughout a project,
members should establish a team mindset. Even doing a few team-building
activities at the start can help foster teamwork and engage members. When
everyone is comfortable working in both independent and collaborative
environments, the productivity and quality of work is more likely to increase.
It is important to stress that collaboration is
designed to make your job easier, rather than give individuals more work.
Advanced collaboration tools make it easy for individuals to work on projects
together from anywhere.
Missing
an Agile Culture
Agility is one of the top words buzzing around
boardrooms today, but what is it exactly? The definition of agility will likely
change depending on which executive you ask. For some IT leaders, agility is
about technology. For others, it is about being able to anticipate and easily
adjust to industry and market trends that will affect how you run your
business. The companies that do agility best are the ones with a culture that
incorporates both of these viewpoints.
Agile organizations are innovative and
forward-thinking. Often, they are one step ahead of their competitors, because
of their flexibility and ability to embrace change. Companies with agile
cultures may even be more likely to complete projects. What does agility have
to do with successful IT project management?
Companies with agile cultures are more likely to
reach goals. Instead of following a traditional waterfall methodology of
project management, moving from one process to the next without evaluation,
they’ll take an agile approach. When agile principles are applied to project
management, teams finish tasks in weekly or monthly “sprints”. Then, they
reflect on their work and make any necessary adjustments to future processes.
There are dozens of reasons why an IT project can fail.
Teams can get overwhelmed with user needs, resource limitations, changing
technologies, communication, and dozens of other variables that affect
completion. However, learning from these common mistakes can help make your
next project a success.
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