Throughout complex, long-duration mega-programs, changes occur, many between the “white spaces”. That is events, activities and risks that are not specifically identified and addressed. Some of these might include changes in leadership, changes in technology, changes in staffing, changes in politics, reinterpretation of contracts, and others. The following is a list of common causes for program, or project, failures and problems.
- Inadequate leadership
- Inadequate planning
- Inadequate relationships, trust, engagement and alignment
- Inadequate or dysfunctional organization, including lack of needed skill sets
- Inadequately prepared client, stakeholders, partners and/or program manager
- Inadequate culture of accountability, responsibility and authority (for decision-making)
- Inadequate communications
- Inadequate feedback loops, reports and reporting
- Inadequate quality control/ assurance plans, execution and/or not inculcated throughout the organization
- Inadequate team, defined roles, responsibilities and buy-in
- Critical path not identified and followed
- Performance metrics not adequately used
- Scope does not reflect realities of the program and/or scope creep
- Schedule does not reflect realities of the program
- Budget does not reflect realities of program
- Issues not aggressively resolved
- Inadequate continuous improvement, change management, lessons-learned and good practices
- Inadequate and/or continuous training, including safety culture
- Failure to identify, assess and manage risks
- Failure to allow for changes in technology
- Inadequate program closeout
This list is not intended to be comprehensive, so please add to it based on your own experience.
“Failure is only the opportunity to begin again, only this time more wisely.”
– Henry Ford
Leadership in Transportation 