Why do project fail? And, when we can say "the project is fail"?

Projects can fail due to one or more of the following:

1. Improper or incomplete understanding of the project given
2. Inability to meet deadlines
3. Lack of ownership for the tasks at hand
4. Little or no teamwork
5. Inability to provide closure to the project

How to avoid failing? That's easy.

Ask all the right questions if you're unsure about the task, plan a timeline and stick to it.

Projects fail for a variety of reasons but ths usually starts with an idea that is poorly supported by a thorough and unemotionaly objective feasibility study. I have seen so many concepts developed from a "wish and a dream" without there having been a feasability study performed that it is scary. So much money put at risk without knowing what the market will really support as opposed to someones "dream". Dreams are wonderful but they have to be based in reality. 

Project fails when:

1- Can not control the budget

2- Critical resources are cut

3- Risks can not be controlled

The reasons are numerous, but directly or indirectly related with below mentioned points

·         Feasibility Study to defined business objectives done under wrongs assumptions or not all constraints we taken into account

·         Poorly defined requirements, leading to

·         Incomplete or Ambiguous Scope

·         Incompetent Human Resources to manage that scope 

as a result all the project objectives for which it was undertaken is not achieved within project constraints, and we refer the project has failed

I think that project  fail when It is

Not achieved the objectives which established for them

Not satisfied It's feasibility 

Not benefit to the beneficiaries

When  failure occurs in the structure of the project, or one of its installations

When It is not satisfy the design age 

Bad management

Resources are not available

Bad planning

More importantly,

Contractor ineligible

Reasons for Project Failure;

-The wrong business requirements have been addressed

If your project is set up to deliver the "wrong thing," it may be considered a failure even if everything is delivered on time, within budget, and to the required quality. This seems harsh. But if your project doesn't deliver what the organization really needs, this will inevitably negatively affect how it's perceived. This is why it's so important to conduct a thorough business requirements analysis .

-It's not possible to deliver the business case;

If your business case can't be delivered, then you have an impossible task. To make things worse, after the business case is approved, delivery of other things then becomes dependent on your project. This makes changing your project's deadlines, budgets and expectations more difficult.

When you write your business case, make sure you think through the project requirements in detail, and identify what's needed to ensure that you can deliver those requirements. Don't just list assumptions – make sure you explore them thoroughly. Review other, similar projects, so that you don't forget any major items. If you're delivering a new system, review your hardware and interface requirements. If you have major risks, include sufficient contingency resources (people, budget, and time) to manage those risks appropriately. Remember that implementing change is hard !

Be realistic, and be ready to have some difficult conversations. For instance, your CEO may be disappointed that he can't have what he wants before the year end, or key users may say that they really need a fully featured product at the end of phase one. However, it will be a lot harder to have these conversations at a future date, when your project is in trouble!

-Governance is poor:

Few projects ever start without a sponsor . This is the person who has identified the need for change in an area of the business, and who is committed to making that change happen. He or she plays a vital role in ensuring the project's success. A good sponsor can make a mediocre project fantastic, and a poor sponsor can delay and frustrate a fantastic project team.

The project sponsor is supported by the project'sgovernance bodies , usually in the form of a steering group. These governance roles are essential: they provide direction, guidance, and critical review of the project and its progress. As project manager, you're involved in the day-to-day running of the project, but governance groups can take a step back and look at the project from a different perspective. They can ask difficult questions about progress and performance. They may see things that you've overlooked. However, they can also support you by providing contacts and insights that help you get things done, and by providing "political cover" when you need it.

Project managers don't usually have any influence over who their project sponsor is. Sponsors either self-select, or they're chosen because of their position in the organization. However, you often have more influence over who is in your steering group. As such, if you know that your project sponsor lacks passion for the project, or if the sponsor doesn't like to say no to people who keep trying to expand the project scope, then make sure you balance this with tougher or more engaged steering group members.

-Implementation is poor

The project is considered a failure when it has not delivered what was required, in line with expectations. Therefore, in order to succeed, a project must deliver to cost, to quality, and on time; and it must deliver the benefits presented in the business case.

Projects that have significant variations from Scope, Cost, schedule (time) baselines such projects treated as failures/unsuccessful projects. Such projects usually result in No or least ROI.

There are various reasons for project failures, I list few below:

• Poor risk assessment and lack of effective project risk analysis and management
• Lack of project management authority
• Poor estimating
• Poor planning
• Ineffective project team management
• Unclear objectives
• Poor monitoring and control
• Lack of learning from mistakes.

Projects fail when we don't think from the beginig for failure solutions in deed we must predict failure for every project and we must in each stape of realising this project think of reasons that can be source of failure,

we can say that a project is fail when it doesn't accomplish the minus gain which is necessairy for its  progress, we it doesn't support any solution of development that could be solution of failur

A Project issaid to have failed when it dawns on the stakeholders that the Project deliverables cannot be achieved with the allocated resources.

Projects can fail for great deal of reasons. To name a few:

1. Poor understanding/massive change in the Product scope

2. Lack of resources.

3. Force Majuere

4. Poor Project Plan

5. Economic/Political factors...