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Relevant bibliographies by topics / Failed project

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Journal articles

Academic literature on the topic 'Failed project'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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Journal articles on the topic "Failed project"

1

van Zuylen, Henk, and Arlieneke Ouwehand. "Learning from a Failed Innovation Process." Transportation Research Record: Journal of the Transportation Research Board 1930, no. 1 (2005): 91–98. http://dx.doi.org/10.1177/0361198105193000111.

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The technological and institutional innovation process in public transport is slow and difficult to control. Because many forces work on this process, predicting its outcomes is difficult. This was demonstrated in a project in Eindhoven, the Netherlands, where a pilot was prepared to demonstrate the potential of personal rapid transit. The pilot was part of an innovation process to lead to a more sustainable urban transport system. The guidelines of the bureau for sustainable technological development were followed to guarantee the long-term feasibility and effectiveness of the process. Although the process was designed carefully with concern for the predictable risks, the pilot had to be stopped because of unforeseen political problems. A change of policy priorities and key people caused the project's failure. In addition, strict regulations for tendering bids slowed the process and favored bidders without project knowledge. This paper analyzes the different risk factors and gives conclusions for improving chances for success in future similar innovation projects. Checklists provide a tool to make an ex ante analysis of an innovation project's feasibility and to give guidance for optimal conditions for success.

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2

Pratama, Edwin Yoyada. "Reliable It Service Comes with Price." ComTech: Computer, Mathematics and Engineering Applications 4, no. 1 (2013): 225. http://dx.doi.org/10.21512/comtech.v4i1.2712.

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Many companies are now considering investing in IT projects. The projects they invest in are very expensive. However the project they invested in cannot be assured to be success in the implementation. About 70% of IT projects are failed due to the poor governance. Some of them are failed because of the lack of understanding of the project value. The decision-maker of IT project should realize that IT project are not all about IT; people using the system should also be considered in investing.

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3

Butcher, James. "“Celera's method failed”, says Human Genome Project." Lancet 357, no. 9255 (2001): 531. http://dx.doi.org/10.1016/s0140-6736(00)04031-9.

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4

Vaidya, Girish. "Lessons learned from a failed research project." Psychiatric Bulletin 28, no. 8 (2004): 301–3. http://dx.doi.org/10.1192/pb.28.8.301.

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There has been a significant emphasis on research experience in the years of specialist registrar training (Royal College of Psychiatrists, 1998). It has also been acknowledged that in reality many specialist registrars find it difficult to start a research project and complete it within the 3 years of specialist registrar training (Allsopp et al, 2002). There have been various suggestions about how the ‘research day’ can be used more gainfully – in acquiring skills in evidence-based medicine (Ramchandani et al, 2001); or in preparing to be a consultant.

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5

Snickars, Pelle. "Remarks on a failed film archival project." Journal of Scandinavian Cinema 5, no. 1 (2015): 63–67. http://dx.doi.org/10.1386/jsca.5.1.63_1.

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6

Bakare Najimdeen. "EU in Transition or a Failed Project?" Policy Perspectives 11, no. 2 (2014): 71. http://dx.doi.org/10.13169/polipers.11.2.0071.

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7

Veric, Charlie Samuya. "Third World Project, or How Poco Failed." Social Text 31, no. 1 (2013): 1–20. http://dx.doi.org/10.1215/01642472-1958872.

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8

Altahtooh, Umar A., and Margaret W. Emsley. "An Introduction to Project End Theory in Project Management." International Journal of Information Technology Project Management 8, no. 3 (2017): 69–81. http://dx.doi.org/10.4018/ijitpm.2017070105.

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Almost all project management software has lack of displaying the outcomes of projects as a feature. This is because there is no recognized way of calculating the actual project duration compared to the authorized project duration. Data were collected through a mixed method using a Critical Incident Technique (CIT) and a survey. The study finds that time error can occur throughout the project execution phase. Findings suggest that challenged projects could be successful or failed projects using a model of IT Project Outcomes Testing (MITPOT). Thus, this model establishes a foundation of Project End Theory (PET).

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9

Wied, Morten, Josef Oehmen, Torgeir Welo, and Ergo Pikas. "Wrong, but not failed? A study of unexpected events and project performance in 21 engineering projects." International Journal of Managing Projects in Business 14, no. 6 (2021): 1290–313. http://dx.doi.org/10.1108/ijmpb-08-2020-0270.

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PurposeMost complex engineering projects encounter unexpected events through their life cycle. These are traditionally attributed to inaccurate foresight and poor planning. Outlining a nonanticipatory alternate, the authors seek to explain the ability to rebound from unexpected events, without foresight, using resilient systems theory. This paper seeks to outline the theoretical underpinnings of project resilience and to identify criteria for planning and selecting projects for greater resilience.Design/methodology/approachInvestigating project resilience, this paper studies the relationship between unexpected events and project performance in 21 projects. The authors perform a systematic review of project ex post evaluations 3–12 years after project completion.FindingsFirst, the authors find that all projects encountered unexpected events, even when discounting planning error. Second, the authors show that, as a consequence, projects underperformed, not necessarily relative to formal criteria, but in terms of subjective opportunity cost, that is, relative to competing alternates – known or imagined – foregone by their implementation. Finally, the authors identify four types of resilient projects – superior, equivalent, compensatory and convertible projects – as opportunities for building project resilience.Practical implicationsThe properties of resilient projects provide opportunities for building resilience in complex projects.Originality/valueDeparting from traditional efforts to “de risk” plans and “de-bias” planners, this paper focuses on the properties of projects themselves, as an alternate to improved foresight and up-front planning.

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10

Baker, Bud. "The Fall of the Firefly: An Assessment of a Failed Project Strategy." Project Management Journal 33, no. 3 (2002): 53–57. http://dx.doi.org/10.1177/875697280203300307.

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Choices made early in a project determine future success. Missteps in early phases will cause trouble later in the project's life cycle. The U.S. Air Force's acquisition of the T-3A “Firefly” trainer was just such a troubled project. Rather than develop a new aircraft, the Air Force decided to save time and money by buying a commercial off-the-shelf (COTS) trainer. But significant aircraft modifications undermined the integrity of the COTS strategy. This paper suggests four project lessons: Any project must be managed as a system of interrelated parts; a project strategy must be flexible to accommodate changing circumstances; testing must be done in realistic environments; and concurrency carries with it benefits and dangers.

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