{"id":1445,"date":"2008-10-01T18:04:50","date_gmt":"2008-10-01T22:04:50","guid":{"rendered":"http:\/\/calleam.com\/WTPF\/?page_id=1445"},"modified":"2022-12-26T13:34:20","modified_gmt":"2022-12-26T21:34:20","slug":"studies-surveys","status":"publish","type":"page","link":"https:\/\/calleam.com\/WTPF\/?page_id=1445","title":{"rendered":"Facts and Figures"},"content":{"rendered":"

A number of studies have been completed that look into the success \/ failure rates of projects.\u00a0 These studies indicate that serious problems exist across a broad cross-section of industries.\u00a0 Below is a summary of some\u00a0recent reports.<\/p>\n

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Source :<\/strong> Project Management Institute (PMI)
\nType of survey : <\/strong>Pulse of the profession
\nDate :<\/strong>\u00a02017<\/p>\n

PMI’s pulse of the profession survey reviews the adoption of Project Management practices and the degree of success organizations have in delivering genuine business value through their project investments.<\/p>\n

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  1. \n
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    1. 10 percent of the funds organization spent on projects are wasted due to poor project performance<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n

      Source material – Pulse of the profession<\/a><\/p>\n

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      Source :<\/strong>\u00a0McKinsey & Company in conjunction with the University of Oxford
      \nType of survey :\u00a0<\/strong>Study on large scale IT Projects
      \nDate :<\/strong>\u00a02012<\/p>\n

      A study of 5,400 large scale IT projects\u00a0(projects with initial budgets greater than $15M) finds that the well known problems with IT Project Management<\/a> are persisting. Among the key findings quoted from the report:<\/p>\n

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      1. \n
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        1. 17 percent of large IT projects go so badly that they can threaten the very existence of the company<\/li>\n
        2. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n

          Source material –\u00a0Delivering large-scale IT projects on time, on budget, and on value<\/a><\/p>\n

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          Source :<\/strong> Geneca
          \nType of survey : <\/strong>Interview based study of software projects
          \nDate :<\/strong> 2010 – 2011<\/p>\n

          Interviews with 600 people closely involved in software development projects finds that even at the start of a project many people expect their projects to fail!<\/p>\n

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          1. “Fuzzy business objectives, out-of-sync stakeholders, and excessive rework” mean that 75% of project participants lack confidence that their projects will succeed.<\/li>\n
          2. A truly stunning 78% of respondents reported that the “Business is usually or always out of sync with project requirements”<\/li>\n<\/ol>\n<\/div>\n

            Source material –\u00a0Why a Majority of Business and IT Teams Anticipate Their Software Development Projects Will Fail<\/a><\/p>\n

            <\/a><\/p>\n

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            Source :<\/strong> KPMG (New Zealand)
            \nType of survey : <\/strong>Survey of 100 businesses across a broad cross section of industries
            \nDate :<\/strong> Dec 2010 (updated 2013)<\/p>\n

            KPMG survey of Project Management practices in New Zealand finds some truly startling results;<\/p>\n

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            1. Survey shows an incredible 70% of organizations have suffered at least one project failure in the prior 12 months!<\/li>\n
            2. 50% of respondents also indicated that their project failed to consistently achieve what they set out to achieve!<\/li>\n<\/ol>\n<\/div>\n

              Reference article –\u00a0Most Business Experience Project Failure<\/a><\/p>\n

              Source material – KPMG Project Management Survey 2013<\/a><\/p>\n

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              Source :<\/strong> IBM
              \nType of survey : <\/strong>Survey of 1,500 change management executives
              \nDate :<\/strong> Oct 2008<\/p>\n

              IBM survey in the success \/ failure rates of “change” projects finds;<\/p>\n

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              1. \n
                Only 40% of projects met schedule, budget and quality goals<\/div>\n<\/li>\n
              2. \n
                Best organizations are 10 times more successful than worst organizations<\/div>\n<\/li>\n
              3. \n
                Biggest barriers to success listed as people factors: Changing mindsets and attitudes – 58%. Corporate culture – 49%.\u00a0 Lack of senior management support – 32%.<\/div>\n<\/li>\n
              4. \n
                Underestimation of complexity listed as a factor in 35% of projects<\/div>\n<\/li>\n<\/ol>\n

                For source data read – Making change work<\/a><\/p>\n

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                Source : <\/strong>Logica Management Consulting
                \nType of survey<\/strong> : Survey of 380 senior executives in western Europe
                \nDate :<\/strong> Oct 2008<\/p>\n

                Logica Management Consulting and the Economist Intelligence Unit studied success rates for business process change projects (most of which have\u00a0significant technology components).\u00a0A cross section of different industries were included in the survey.<\/p>\n

                Findings showed;<\/p>\n

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                1. 35% of organizations abandoned a major project in the last 3 years<\/li>\n
                2. 37% of business process change projects fail to deliver benefits<\/li>\n<\/ol>\n

                  Source data now archived from internet<\/p>\n

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                  Source :<\/strong> United States Government Accountability Office
                  \nType of survey :<\/strong> Review of federally funded technology projects
                  \nDate :<\/strong> 31 Jul 2008<\/p>\n

                  Study finds 413 of 840 (49%) federally funded IT projects are either poorly planned, poorly performing or both.<\/p>\n

                  Project Railhead<\/a> provides a good example of the types of problems involved.\u00a0 In the Railhead case the complete $500M investment is in jeopardy.<\/p>\n

                  For source data read – GAO-08-1051T<\/a><\/p>\n

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                  Source :<\/strong> Information Systems Audit and Control Association (ISACA)
                  \nScope :<\/strong> 400 respondents
                  \nDate :<\/strong> May 2008<\/p>\n

                  Key findings<\/p>\n

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