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¶ … Governance
Primary causes of information management project failures
There are several primary causes of failures in management of projects. Project management is a lucrative field that needs equitable standards of growth and development. In many projects, equitable measures have not been used in order to arrive at management of projects to the levels of their successes. Project failure is attributed to a number of factors. Many organizations have intensified equitable measures of ensuring that they have lived within the precepts of successful information technology projects in the organizations. Nonetheless, there are a number of primary causes of project failures (Murch, 2004).
Failure to deliver the projects in time
Time is one of the elemental figures in managing projects. From the time of conceiving IT projects to their implementation and maintenance stages, it is often immensely vital to bear in mind the importance of keeping taps with time in all aspects. Many projects have not been successful, and have turned out to be of failures due to delays in the growth and development stages. Many managers have good records of accomplishment in implementing project principles that are accorded respective time allocations. Nonetheless, it has been hard to let these programs and procedures go in accordance to the planned time. In most cases, delays have resulted in poor quality projects, failures in meeting the set plans and objectives. Because of poor observance of time, it has been known that projects fail in many ways.
Poor budget
Budgeting is sentimental to the general performance of a project. Projects are an exemplification of ideas through financial mechanisms of performance. Finances are rudimentary to any project. Without enough financial or budgetary allocations of a project, fulfilments all fail automatically. Many projects have failed due to lack of enough finances to pursue the set objectives and plans. In some other failures, projects have deemed to failure due to poor management of the financial...
Many IT projects require equitable budgetary terms in order to achieve to the best. Objectives that do not meet the required peripheries of the budget are detrimental to the general performance of the project.
System failure
IT projects involve the use of sophisticated IT technology and appliances. In most cases, projects are set on systems that require automatic interventions through machines and other equipment that help to make work easier. System failure is detrimental to the general performance and accomplishment of a project. For instance, an IT project that entails the use of computer software to run an assessment plan need to be working well at all times. A project of assessing technical appliances within an electrical device needs to be working well at all times. Failure to have these fulfilments will result in what is termed as failed projects. Furthermore, project failure can occur due to poor execution, poor change management, and over specification within a project.
Recommendations
Proper planning
Planning is a requirement in every project designed to arrive at solicited results. Every project should be executed according to the set plans. Some of the considerations that should be observed are time, financial availabilities, humanitarian and personnel requirements, and other requirements that ensure that a project takes shape and becomes implemented. Proper planning eases the rest of the activities that follow while the project is working.
Equitable budgetary
Budgeting involve solicitation of enough financial needs and setting them to the various project departments and objectives. Budgeting steams the success within any project. In order to elicit enough skill and expertise in a project, it is important for one to take into consideration the reasons behind its initiation, how the project will be initiated, the financial and personnel requirements needed for the project, and the general outcome of the project. Such specifications are found within the budgetary allocations…
References
Murch, R. (2004). Project management: Best practices for IT professionals. Upper Saddle River, NJ: Prentice Hall PTR.
Ward, W.A., Deren, B.J., & D'Silva, E.H. (1991). The economics of project analysis: A practitioner's guide. Washington, D.C: World Bank.
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