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Table 2 Project risks/failure factors

From: Causes and remedies for the dominant risk factors in Enterprise System implementation projects: the consultants’ perspective

 

Nelson (2007)

Project mistakes

Kappelman et al. (2006)

Early warning signs

Yeo (2002)

Critical failure factors

Schmidt et al. (2001)

Project risks

1.

Poor estimation and/or scheduling

Lack of top management support

Underestimate of timeline

Lack of top management commitment to the project

2.

Ineffective stakeholder management

Weak project manager

Weak definitions of requirements and scope

Misunderstanding the user requirements

3.

Insufficient risk management

No stakeholder involvement and/or participation

Inadequate project risk analysis

Not managing change properly

4.

Insufficient planning

Weak commitment of project team

Incorrect assumptions regarding risk analysis

Failure to gain user commitment

5.

Short-changed quality assurance

Team members lack requisite knowledge and/or skills

Ambiguous business needs and unclear vision

Lack of adequate user involvement

6.

Weak personnel and/or team issues

Subject matter experts are overscheduled

Lack user involvement and inputs from the onset

Conflict between user departments

7.

Insufficient project sponsorship

Lack of documented requirements and/or success criteria

Top down management style

Changing scope and objectives

8.

Poor determination of requirements

No change control process (change management)

Poor internal communication

Number of organisational units involved

9.

Inattention to politics

Ineffective schedule planning and/or management

Absence of an influential champion and a change agent

Failure to manage end-user expectations

10.

Lack of user involvement

Communication breakdown among stakeholders

Reactive and not pro-active in dealing with problems

Unclear/misunderstood scope and objectives

11.

Unrealistic expectations

Resources assigned to a higher priority project

Consultant/vendor underestimated the project scope and complexity

Improper definitions of roles and responsibilities

12.

Undermined motivation

No business case for the project

Incomplete specifications when project started

Lack of frozen requirements

13.

Contractor failure

 

Inappropriate choice of software

Introduction of new technology

14.

Scope creep

 

Changes in design specifications late the project

Lack of effective project management skills

15.

Wishful thinking

 

Involve high degree of customisation in application

Lack of effective project management methodology

16.

   

Lack of required team knowledge/skills

17.

   

Insufficient/inappropriate staffing