Projects are failing. Should they?

It is a recurring theme to read various statistics about the fact that a very large proportion of projects fail, or that (partial) results can only be achieved with significant delays, exceeding costs (see PMI Pulse of Profession 2020). On a day I was reading a labor market analysis and a sentence grabbed my attention, which might be related to the question addressed in the title.

Several research institutes (e.g. Gartner, TechRepublic) look at the key to project success and the reasons for failure. The PMI itself (partially) has been set up to identify, summarize and disseminate techniques and tools that the professional community considers to be good practice. Based on my personal experience, many of these projects either fail or do not proceed as initially intended.

By way of illustration, here is a question from the PMI Pulse of Profession 2020 publication and a summary of the answers:

Q: In your estimation, what percentage of the projects completed within your organization in the past 12 months...

Based on PMI Pulse of Profession 2020 appendix

Specific figures vary by industry, time period, size and geographic distribution in different reports, but failure rates can be as high as 70-80%. There are a number of reasons that these studies reveal, and obviously the devil is in the detail, which is why there is no general solution, or at least the collective wisdom has failed to figure it out, and I make no attempt to do so.

To return to the reading experience mentioned above: it was in an otherwise very smart and remarkable IT labour market article - taken deliberately out of context (emphasis and translation is mine):

„(..) project management can be a particularly good choice. It's the most flexible specialisation in ICT and doesn't require any university training, but is relatively easy to learn.”

I am one of those "accidental" project managers, where you unexpectedly find yourself managing a project, whether intentionally or not. Indeed, many of us can take on significant responsibilities, even strategic ones, without having received any substantial training.

But are we sure that this is the most effective way to manage projects? Wouldn't say it. In my view, one of the possible root causes of project failure is itself the above mentioned approach that everyone can manage a project. Just like everyone in the globe (apart from me) knows how to play football. And if senior managers and decision-makers also share this controversial view, then it is easy to assume that failure is inevitable.

According to the 2022 edition of the PMSZ Körkép (translation mine): "The factors that most determine or inhibit project success are clearly personal, competence-related factors. (...) the project leader and effective project management are of paramount importance in achieving success. Overall, 84% of organisations highlighted this success factor in some form."

Adds complexity to the situation without contradicting it, noting that there are highly successful project managers who instinctively select the right tools to ensure project success, or, in the worst-case scenario, choose to leave the project.

For those who do not have this ability, it is rather recommended to learn the tools and techniques of project management, even at university level, to be able to reduce the failure rate.

Dezső Dudás, Msc, PMP®, CSPO®

Senior project manager