Slide 10 of 61
Notes:
Managers tend to be thrust into management, not prepared for management. These projects are easy to identify — no one seems to be in charge; customers don’t know the status of the project; teams don’t meet regularly to discuss and monitor progress; team members aren’t communicating with one another; and the project (or phase) is always said “95% complete.”
You've probably noticed that the causes of failed projects are related. For instance, missed requirements may cause schedule slippages that, in turn, cause cost overruns. You might ask why somebody isn't able to recognize these problems and correct them. Somebody should. And that person is supposed to be the project manager or leader. This brings us to a major cause of project failure: lack of project management and leadership. Good computer programmers don't always go on to become good analysts. Similarly, good analysts don't automatically perform well as project managers and leaders. To be a good project manager, the analyst must possess or develop skills in the basic functions of management.
