Write A 1000-Word Paper Examining Project Failure Rates, Cau ✓ Solved

Write a 1000-word paper examining project failure rates, causes

Write a 1000-word paper examining project failure rates, causes of failure, and provide ideas for improving project success based on change management principles using Levasseur's article 'People Skills: Ensuring Project Success—A Change Management Perspective' as a primary source. Include in-text citations and a References section with 10 credible sources.

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Abstract

Project failure remains a significant problem, particularly for IT-enabled initiatives. Research attributes the majority of failures to nontechnical, people-related factors. Drawing on Levasseur’s change management perspective and complementary literature, this paper reviews failure rates and causes, then outlines practical, evidence-based change management strategies to improve project success.

Introduction: Scale and Nature of Project Failure

Reports indicate alarmingly high failure rates for IT projects: roughly one-third succeed while many more underperform or fail outright (Rubinstein, 2007; Levasseur, 2010). Empirical studies show technical issues explain about 35% of failures, while management and people factors account for approximately 65% (McManus & Wood-Harper, 2007). This distribution signals that improving project outcomes requires systematic attention to human, organizational, and managerial dimensions, not only technical fixes.

Core Nontechnical Causes

Three cross‑study analyses identify recurring nontechnical risk factors: lack of top management support; failure to secure user commitment; weak project leadership; absence of formal change-control processes; poor stakeholder involvement; unmet end‑user expectations; weak team commitment; breakdowns in communication; inadequate stakeholder participation in meetings; and interdepartmental conflicts (Kappelman et al., 2006; Keil et al., 1998; Zwikael & Globerson, 2006). Levasseur (2010) synthesizes these findings and argues that change management addresses many of these causes directly.

Why Change Management Matters

Change management provides methods to engage stakeholders, manage expectations, and align behavior with new processes or technologies (Levasseur, 2010). When people issues are the dominant cause of failure, augmenting project management with structured organizational development (OD) practices can substantially raise success rates. Simple models such as Lewin’s unfreeze–change–refreeze help practitioners sequence interventions to reduce resistance and institutionalize new behaviors (Lewin, 1947; Gold, 1999).

Practical Change Management Interventions

The following evidence‑based interventions are practical for project teams and line managers:

  • Begin implementation on day one: Treat stakeholder engagement as an early, continuous process rather than a late communication activity. Early involvement reduces misalignment and fosters ownership (Levasseur, 2010; Kotter, 1996).

  • Co‑creation and participation: Involve affected users and stakeholders in design and decision‑making. People support what they help create; participation reduces resistance and increases adoption (Levasseur, 2010; Zwikael & Globerson, 2006).

  • Two‑way communication: Establish dialogues—listening as much as informing. Transparent, honest, and frequent communication addresses expectations and builds trust (McManus & Wood‑Harper, 2007; Markus & Benjamin, 1997).

  • Distinguish attendance from agreement: Use commitment mechanisms (volunteering, signed action plans, success metrics) rather than assuming presence equals buy‑in. This approach reduces passive compliance and fosters active ownership (Levasseur, 2010).

  • Collaboration as a governance principle: Create cross‑functional teams, shared KPIs, and joint problem‑solving forums to prevent departmental conflicts and increase stakeholder participation (Kappelman et al., 2006; Keil et al., 1998).

  • Apply structured change models: Use Lewin’s three‑step model or contemporary frameworks such as Kotter’s eight steps or the ADKAR model to sequence actions: create urgency/unfreeze, mobilize and implement change, then institutionalize/refreeze (Lewin, 1947; Kotter, 1996; Hiatt, 2006).

How These Interventions Reduce Failure Risk

Each recommended practice maps to identified risk factors. For example, early stakeholder involvement and two‑way communication directly mitigate failures related to user commitment, unmet expectations, and stakeholder communication breakdowns (Kappelman et al., 2006). Collaborative governance counters interdepartmental conflict and increases key stakeholder participation in meetings, while structured change sequencing helps teams manage transitions and sustain new behaviors (Zwikael & Globerson, 2006; Levasseur, 2010).

Implementation Guidance for Project Leaders

Project leaders should audit people risks during initiation, quantify stakeholder influence and readiness, and allocate specific resources to change management activities—training, sponsorship, communications, and coaching. Integrate change metrics into project dashboards (e.g., user readiness scores, training completion, stakeholder engagement indices) so that human factors receive equivalent visibility to technical milestones (McManus & Wood‑Harper, 2007; Kappelman et al., 2006).

Conclusion

Technical competence is necessary but not sufficient for project success. With the majority of failures linked to people and management factors, systematic application of change management principles—early stakeholder engagement, participative design, two‑way communication, collaborative governance, and structured change models—can markedly improve outcomes. As Levasseur (2010) and others argue, equipping project teams with these skills and processes shifts the odds toward success and helps organizations realize the full value of investments in IT and process change.

References

  • Gold, M., ed. (1999). The Complete Social Scientist: A Kurt Lewin Reader. American Psychological Association.
  • Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Learning Center Publications.
  • Kappelman, L. A., McKeeman, R., & Zhang, L. (2006). Early warning signs of IT project failure: The dominant dozen. Information Systems Management, 23(4), 31–36.
  • Keil, M., Cule, P., Lyytinen, K., & Schmidt, R. C. (1998). A framework for identifying software project risks. Communications of the ACM, 41(11), 76–83.
  • Kotter, J. P. (1996). Leading Change. Harvard Business School Press.
  • Levasseur, R. E. (2010). People Skills: Ensuring Project Success—A Change Management Perspective. Interfaces, 40(2), 159–162.
  • Markus, M. L., & Benjamin, R. I. (1997). The magic bullet theory of IT-enabled transformation. Sloan Management Review, 38(2), 55–68.
  • McManus, J., & Wood‑Harper, T. (2007). Understanding the sources of information systems project failure. Management Services, 51(6), 38–45.
  • Rubinstein, D. (2007). Standish Group report: There's less development chaos today. Software Development Times. Retrieved from Software Development Times archive.
  • Zwikael, O., & Globerson, S. (2006). From critical success factors to critical success processes. International Journal of Production Research, 44(17), 3433–3449.

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