• International conference on construction engineering and project management
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• 2009.05a
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• pp.184-189
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• 2009

In 2008 the total estimated failure costs in the Netherlands was estimated to be 11.4% of the industry's turnover compared to 7.7% seven years earlier. Failure costs can be the consequence of rework as a result of failure to conform to the product requirements and specifications or due to inefficient processes and bad management practices. Many construction companies however are unaware of the exact nature of these costs, their root causes or how to control them. This paper describes work carried out in the Netherlands to identify the different types of failure costs in construction and their root causes. The research described builds on previous findings by another research institution and expands it to include information collected from project cases and a survey of a number of project managers in the construction industry. The paper describes the analysis of the results from cases and the survey to identify the root causes of failure costs. Research shows, for example, that many failure costs are related to the client taking late decisions and making changes to the project requirements.

• Journal of Construction Engineering and Project Management
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• v.7 no.4
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• pp.1-12
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• 2017

India has accorded a high priority to road infrastructure development through Public-Private Partnership (PPP) and it has set a high target for investment inflows. Yet, it is widely held that road/highway infrastructure has not been developing at required pace and that the road infrastructure projects under PPP have been suffering from several hurdles and delays, thereby affecting project success/failure. This paper is an attempt to analyze the critical success/failure factors of road infrastructure projects under PPP in India. A questionnaire survey was conducted among a sample of the stakeholders of road infrastructure projects to identify the critical success/failure factors during all four major project stages using different approaches. Initially, the critical factors were identified through ranking based on the average/mean score. Later, the conventional RII score was used to identify the critical success/failure factors. Finally, the critical success/failure factors were also identified based on the stakeholder-wise ranking of the factors and their convergence. The assessment revealed that there was a greater convergence across the different methods and also that there was greater consensus among project stakeholder on the critical success/failure factors of road PPP projects.

• Plant Journal
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• v.5 no.2
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• pp.62-67
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• 2009

The capability of design and engineering of global EPC companies has long been equalized through past similar construction experiences. Among various key factors in the success of EPC project, the capability of engineering is considered to be the most important factor since the engineering is preceding activities of EPC contract. The failure of engineering may adversely affect the subsequent procurement & construction activities and in turn may cause cost overrun or schedule delay. Therefore, an EPC company needs to continue to improve the engineering capabilities for the success of project. The engineering capabilities can be further improved if the EPC company should prevent recurrence of similar design faults that were previously committed. This study is intended to present how to make the most of the failure examples from previous projects towards a success of project. Failure is but a stepping stone to success. The EPC company can obtain useful lessons from the analysis of past failure examples.

• Journal of Information Technology Services
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• v.3 no.2
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• pp.53-64
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• 2004

For many reasons, SI(Systems Integration) projects can fail. Sometimes, they can result in considerable financial losses to the organizations that undertake them. These projects are abandoned or redirected. However, the cost of project abandonment or redirection can represent a tremendous waste of organizational resources. By managing failure factors carefully, project managers can prevent projects from failing. Types of project failure can be categorized into escalation and de-escalation. Project escalation is that, as projects progress, the project scopes keep increasing. Project de-escalation is that, as projects progress, the project scopes keep decreasing. This study examine relative importance of risk factors that cause project escalation and de-escalation.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.12 no.2
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• pp.233-241
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• 2012

The object of the project management is to succeed in the project. However, could you definitely judge that the result of project performance is a success? In addition, do both customer and developer agree with the result of your judgement? There are a lot of definitions and measure for the success and failure of the software development suggested, but there is no definite standard for the classification. This paper examines the measures in order to decide the development success and re-defines the success and the failure of the project. We suggest the measure and the standard that judge the project achievement based on these definitions. Applying the suggested measure and standard, it is possible to reduce arguments between the customer and the developer on the classification of the success and the failure.

• Proceedings of the Korea Society of Design Studies Conference
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• 1998.10a
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• pp.44-45
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• 1998

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.214-229
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• 2021

There is an increasing need for complex and large projects to be carried out quickly. As the duration, size, and cost of the project increase, concerns about project failure are also rising. Finding factors that hinder the performance of an effective project and eliminating them in advance or controlling and managing them more effectively can be a more direct way to secure the success of the project. Previous studies have identified compositional dimensions that are classified according to attributes, covering the various obstacles that affect the success of the project through existing literature. It is a follow-up to previous research. Using DEMATEL techniques, we would like to propose to explore the appropriate measures that an entity and organization can take by identifying the causality between factors through cross-impact analysis of project disabilities and even presenting factors that may arise when they are identified. As a result of the analysis, according to the indicators to evaluate the importance, 8 factors were found to be relatively important factors, excluding the factors that Failure of project feasibility analysis and Technical environment change. In addition, 5 factors were found to be causative factors; Technical environment change, Unclarity project plan, Strategic consistency error, Inaccuracy of requirement definition, and Failure of project feasibility analysis. In contrast, the remaining 5 factors were found to be the result factors; Lack of benefits realization, Negative attitude of top management, Stakeholder conflict, Difficulty of process management, and Disturbance of communication.

• Journal of Information Technology Services
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• v.8 no.4
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• pp.41-55
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• 2009

Due to the global business environments and severe competitions, SMEs have carried out IS projects for their competitive advantages. However, numerous organizations have faced with difficulties in the IS project management such as large amounts of IT expenses and uncertainties in project implementations. Thus, this study is intended to discover critical risk factors in the IS project management. To achieve this research goal, we have mailed questionnaires to SMEs and SI companies that experienced IS project failures and 63 usual data were collected. The result of analysis with step wise regression showed that 6 factors are related with IS project failures. The study contributes to the literature in two ways. First, this paper empirically identifies IS risk factors for SME manufactures. Second, this research result can be utilized as a checklist for the successful IS implementations. Limitations and future research topics are also discussed.

• Journal of Information Technology Applications and Management
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• v.19 no.1
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• pp.61-83
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• 2012

PMO has gained much interest as an approach to lowering project failure rates. PMO implementation is, however, not an easy endeavor. Many studies have reported that a significant number of PMOs were seen as contributing little to project performance. Local organizations are more likely to be exposed to the failure risk as they tend to heavily depend upon outsourced PMO services. We believe that it is essential for ordering organizations to collaborate with the PMO service firm to come up with a proper PMO governance prior to its implementation. This study is to empirically investigate the effects of PMO governance upon PMO performance and the effects of ordering organization's project readiness upon PMO governance. The study result shows that a proper organizational structure and a properly defined role and responsibility may enhance the PMO performance. And, a correct awareness about PMO and a project management capability were found to be contributing to the appropriateness of PMO governance.

• Journal of KIISE
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• v.42 no.4
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• pp.468-474
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• 2015

Corporations should make efforts to recognize the importance of projects, identify their failure factors, prevent risks in advance, and raise the success rates, because the corporations need to make quick responses to rapid external changes. There are some previous studies on success and failure factors of projects, however, most of them have limitations in terms of objectivity and quantitative analysis based on data gathering through surveys, statistical sampling and analysis. This study analyzes the failure factors of projects based on data mining to find problems with projects in an audit report, which is an objective project evaluation report. To do this, we identified the texts in the paragraph of suggestions about improvement. We made use of the superior classification algorithms in this study, which were NaiveBayes, SMO and J48. They were evaluated in terms of data of Recall and Precision after performing 10-fold-cross validation. In the identified texts, the failure factors of projects were analyzed so that they could be utilized in project implementation.