PROJECT SUCCESS AND FAILURE

& KEY AREAS OF PROJECT

MANAGEMENT

Dr.Tharwat Hassane
 OUTLINE
1. Project Failure and success
2. Reasons for Project Failure
3. Key Areas of Project Management
• Scope Management
• Issue Management
• Cost Management
• Quality Management
• Communications Management
• Change Control Management
4. Risk Management

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Project Failure and Project Success
• Project failure can be defined as a “project
that fails to perform a duty or. an expected
action, non-occurrence or non-performance”
Whereas:-
• Project success can be defined as the
achievement of something desired, planned or
attempted . It is also said that success is an
event that accomplishes its intended purpose

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 Reasons for Project Failure

1. Poor project and program management discipline

2. Lack of executive-level support
3. No linkage to the business strategy
4. Wrong team members
5. No measures for evaluating the success of the project
6. No risk management
7. Inability to manage change

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 Project Successes

On
Time

Project
Success
Criteria
Meeting On
gaols Budget

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Key Areas of Project Management
• Scope Management
1

• Issue Management
2

• Cost Management
3

4 • Quality Management (it has separate presentation)

• Communications Management
5

• Risk Management
6

• Change Control Management ( it has separate presentation)

7
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 Scope Management
• Primarily it is the definition and control of what IS and
IS NOT included in the project.

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 Issue Management
• The purpose of issue management is to identify and document these issues
and to resolve them by reviewing and carefully considering all relevant
information. Unresolved issues can be a source of conflict that delays or prevents
the project team from attaining project goals, milestones, and deliverables

• Issues are anything that come up in the course of your project to impact the plan

Issue management in a
project begins with a plan that
defines activities and business rules
to manage and control issues that
arise during a project.

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 Steps for Managing Issues
1. Create Register
▪ The only way to start is by identifying issues and collecting them in a document, so
that you can start to respond and track progress resolving them
2. Report Promptly
▪ Timing is important. If you allow reporting to lag, you lose the opportunity to resolve
the issue before it becomes too large to fix
3. Log Issues
• Make sure people know who can log issues and that they do so. If there isn’t someone who
logs the issue, then you are going to have issues falling through the crack
1. Assign Actions
▪ Put a name next to an action, too, so there is clear responsibility defined. Issues are only resolved
when there is clear ownership, someone who is tasked with identifying, tracking and closing the
issue
2. Monitor Progress
▪ Are people following up on their action items
3. Assess Impact
▪ Define escalation scale and make sure the actions taken are being measured. But
escalate appropriately
4. Approve Resolution
▪ Make sure that issues are double-checked after they are marked as resolved
5. Close It Out
▪ That’s when we come to our final step. Closing the issue. Move resolved issues off the
list. That feels good, doesn’t it?
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 Cost Management
• This process is required to ensure the project is
completed within the approved budget and
includes:

Resources Budget
people
equipment
materials
Quantities

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Quality Management
• Quality Management is the process that insure the
project will meet the needs

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Communications Management
• This process is necessary to ensure timely and appropriate
generation, collection, dissemination, and storage of project
information
Communications planning: Determining the needs
(who needs what information, when they need it, and how it will be delivered)
Information Distribution: Defining who and how information will flow to the
project stakeholders and the frequency
Performance Reporting: Providing project performance updates via status
reporting

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 Change Control Management
• Define how changes to the project scope will
be executed

Scope Change Technical Specification Changes

Schedule changes

All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes
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Gantt Chart

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 Stakeholder Engagement
“A person or group of people who have a
vested interest in the success of an
organization and the environment in which the
organization operates

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 Exercise 2 - Typical Stakeholders
• Sponsor
• Funding Body
• Customer
• Suppliers
• End User
• HSE/Environmental Agency
• Maintenance Team
• Neighbours/Community/Shareholders
• Fusion Community
• Interfaces
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 Risk and Risk Management

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Project Risk – Definition
“Project risk is an uncertain event or condition
that, if it occurs, has a negative effect on a
project objective”

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Risk Management
• Risk identification and mitigation strategy
• Risk update and tracking

Risk… POTENTIAL negative impact to project

Tree – location, accessibility,

Weather
ownership
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 Risk Impact

Threat → Scope → Poor Quality Product

Threat → Schedule → Late Delivery
Threat → Cost → Overspend

• In addition there are health,

• safety and environmental
• threats that must be managed

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How to plot The risk for your project
Identify
Risks

Rank The
risk Assign
prioritise Likelihood
and
Risk Plotting Impact

Quantify
Mitigation Develop
+ Quantify and
Impact Mitigate
techniques

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1. Identify Risk
• Gather all the team member in the project and try to get the all
risk might face the project such as (Scope –Time –Cost-Quality)
• When the timing will an issue

• When the quality will affect the project and how .

• Take the opinion most of the team and try to get their thoughts
about these type of risk to Put a plan in place to mitigate this risk .

• try to add color code for each Step in the project to make easier
for the team members to catch that Risk during the project phase.

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2- Assign Likelihood and Impact
• After the risk identification assessment .
• It can be followed up with a session assign likelihood
and impact for that risk it might be.

• And it should be simple as the degree of the likelihood

as (Low –Medium-High)
• And for the Impact (Low-Medium-High)

• Once your assign the likelihood and Impact for those

risks has done so we can go for Development and
Mitigation Techniques for those risks .

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 3- Development and Mitigation
Techniques
• Start from High likelihood and High Impact Risks
and start to deployment and Mitigate those risks
First etc.
• Followed by Medium Likelihood and Impacts
and After that the Low ones.
• Strat with Highest Impact Risk and work dawn to
least Likelihood and lowest Impact Risk ones.
• And develop those mitigation strategies

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4. Quantify the Impact and Mitigation
• After your development and do the mitigate
plan so we have Quantify the cost of this
mitigation and how much impact as USD to
the Project .
• We have to be repeated weekly all these
assessments.

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 5. Rank the risk

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Risk Management – Key Points

• Make the management of risk integral to the

way the project is managed
• Ensure that cost and time contingencies are
consistent with identified risks
• Focus on the “significant few” – don’t try to
manage too many risks
• Be vigilant and proactive

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