Journal articles: 'Failed project'

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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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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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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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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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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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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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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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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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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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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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Peffer, Rodney G. "A FAILED RECONCILIATION: FURTHER REFLECTIONS ON STERBA'S PROJECT." Journal of Social Philosophy 25, no. 1 (1994): 206–21. http://dx.doi.org/10.1111/j.1467-9833.1994.tb00315.x.

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Bialaszewski, Dennis. "Best-Practice of Reducing Risk through a Culture of Total Quality Management." International Journal of Risk and Contingency Management 3, no. 3 (2014): 55–63. http://dx.doi.org/10.4018/ijrcm.2014070104.

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There have been many projects that have not met expectations or have completely failed. Yet, these projects that have not reached a desired outcome may have undergone extensive planning. However, the planning for these failed projects may have omitted some critical concepts. These projects may have employed technical tools such as Gant Charts or current project management software while neglecting the use of appropriate project management tools or neglected incorporating Total Quality Management (TQM) concepts. The purpose of this paper is to demonstrate, through practitioner reflection with an example, how the risk of failure may be reduced through the employment of TQM principles. The 14 points for TQM are reviewed and related to the project management processes.

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Aronson, Zvi H., Aaron J. Shenhar, and Wang Wenzhou. "The Effect of Vision, Artifacts, and Leader Values on Contextual Performance Behavior and Success in Technology Challenging Projects: Qualitative Evidence." International Journal of Innovation and Technology Management 11, no. 06 (2014): 1450040. http://dx.doi.org/10.1142/s0219877014500400.

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In high-tech projects, which we refer to as technology challenging projects, all or mostly new technologies are used. While an effective project manager may be the source for a project team's spirit, there are other possibilities, like the satisfying nature of the technical challenge of high-tech projects or the opportunity for new learning on the job. In the current case study, we center on the views of partakers' in successful and failed technology challenging projects, and examine the importance of maintaining and managing a project's spirit, regardless of the level of spirit partakers bring to the project, and irrespective of the satisfying level of the technical challenge. The project cases highlight the value of managing employees' emotions, attitudes and behavioral norms that are focused on expected project outcomes, termed spirit, in technology challenging projects. Qualitative findings imply that leaders can be trained to execute behaviors that generate spirit in high-tech projects, which boosts contextual performance behavior and increases success.

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Jianmu, Ye, You Shenbao, and Zhang Jing. "on Reallocation of Failed Project Resource Based on Priority." Systems Engineering Procedia 4 (2012): 338–44. http://dx.doi.org/10.1016/j.sepro.2011.11.084.

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McLaughlin, Stephen. "Dangerous solutions: case study of a failed e‐project." Journal of Business Strategy 31, no. 2 (2010): 24–33. http://dx.doi.org/10.1108/02756661011025044.

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Savlovska, Dina, Dora Loizidou, and Viktorija Ivanova. "Online Intercultural Dialogue: “Failed” Communication in a Telecollaboration Project." Kalbotyra 74 (September 15, 2021): 198–220. http://dx.doi.org/10.15388/kalbotyra.2021.74.11.

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Over the past two decades, the development of computer-mediated communication technologies has modified human communication. Increasingly, representatives from diverse linguistic and cultural backgrounds are disposed to a constant negotiation of meanings. The main purpose of this study is to carry out a linguistically grounded analysis of the intercultural dialogue during online asynchronous written exchanges between Latvian and Cypriot students.Based on the politeness theory of Brown and Levinson (1987), which implies that all adult members of society are endowed with two universal aspects: “positive face” and “negative face”, and using the methods of content analysis and discourse analysis, this research analyses the way learners communicate or hide their position concerning sensitive cultural issues. To attain the objective of the present research, a quantitative and qualitative experimental study was conducted. The learners’ public messages in the discussion forums were juxtaposed with their private messages concerning proposed cultural topics. The findings show a strong interdependence between the politeness strategies used by the learners and the intercultural issue discussed. Thus, online intercultural discussions can be qualified as context-dependent and content-dependant. Discussion forum does not seem to be an appropriate environment to facilitate and encourage intercultural discussions about potentially controversial issues.

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Verner, Carol Matirangana, and Dilshad Sarwar. "Avoiding Project Failure and Achieving Project Success in NHS IT System Projects in the United Kingdom." International Journal of Strategic Engineering 4, no. 1 (2021): 33–54. http://dx.doi.org/10.4018/ijose.2021010103.

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Although project success varies from business to business depending on different internally agreed success criteria, most organisations measure project success by analysing if the project delivered the planned project objectives within the set budget, schedule (project timelines), and quality. However, for some projects especially, development projects success goes beyond just meeting time frames and budget goals. In such projects and programmes, success refers to delivering the benefits coupled with the required expectations by stakeholders, beneficiaries, and funding bodies. This paper re-examines why the National Programme for IT (NPfIT), the largest public-sector IT programme that was ever undertaken in the UK, failed and how any future NHS National IT System implementations can be completed successfully.

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Clausen, Fabian, and Amir Attaran. "The Chad-Cameroon Pipeline Project--Assessing the World Bank's Failed Experiment to Direct Oil Revenues towards the Poor." Law and Development Review 4, no. 1 (2011): 32–65. http://dx.doi.org/10.2202/1943-3867.1099.

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The World Bank's engagement with projects involving extractive industries has not proven particularly successful. Especially in Sub-Saharan Africa, it has actually often made matters worse. Borrower countries' economies failed to grow, and corruption increased; the poor did not benefit from the revenues that were generated. This paper assesses the complex legal and institutional framework of the World Bank project that many hoped would change this bleak record: in the highly publicized and controversial Chad-Cameroon Pipeline Project, the Bank catalyzed the largest private investment in the history of Sub-Saharan Africa. This model project featured new and untested contractual, statutory, institutional and fiscal mechanisms which were intended to make Chad's oil revenues transparent and compel the Government of Chad—one of the world's poorest—to expend its oil revenues on areas consistent with the project's agreed poverty reduction objective, such as education and health. Despite these heroic measures, in 2008 the revenue allocation program collapsed, and the Bank's projects in Chad terminated prematurely. Not for the first time, the government of Chad had unilaterally altered the underlying laws to enable more security and military spending. Yet again, the poor had not profited from the oil revenues. We analyse in this paper whether the Bank's failure in the Chad-Cameroon Pipeline Project was due to specific errors in the framework of contracts, laws and institutional structures the Bank deployed—errors which could, in theory, be taken as lessons for a future project making use of an improved revenue allocation system—or whether generally the Bank's entire concept of contractually imposing a revenue allocation system is flawed, such that any attempt to revive such a system on another occasion is misguided and futile.

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Sun, Kai Ke, Yan Zheng, Ming Fei Li, Zhao Peng Yang, and Shuai Guo. "Analysis of Construction Project Basing on Concrete Durability." Applied Mechanics and Materials 716-717 (December 2014): 435–38. http://dx.doi.org/10.4028/www.scientific.net/amm.716-717.435.

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In response to this phenomenon that many construction projects failed much earlier than their expected service life ,or failed to accomplish their expected functions caused by the reinforeed conerete structure are found to be suffering from deterioratioon of structural performance and degradation of safety,due to the deficiency of concrete durability. From the perspective of what effect of economic that has been taken by the concrete durability,so the method what would been used to analyze economic of construction project was proposed ,and the objective function of economic analysis of construction project was created based on the concrete durability,all of the above work will lay a solid foundation to study the reliability design of construction project and economic analysis.

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Puspa Negara, Kartika, Fiona Lamari, Connie Susilawati, and Bambang Trigunarsyah. "Identifying client project manager competency in Indonesian construction project." MATEC Web of Conferences 276 (2019): 02007. http://dx.doi.org/10.1051/matecconf/201927602007.

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The influence of active client involvement towards project construction success is gaining recognition in the last few decades. The growing concern on the client involvement has drifted the perception towards client away from the passive role into contributor of project success. During client involvement in the construction project, a representative from client or client project manager (CPM) should be complemented with certain competencies in order to succeed in commissioning construction projects. Evidence shows that some public construction projects in Indonesia failed due to the lack of competency of client project managers. Whilst most of the previous studies concern on the competency of general project managers, this paper specifically investigates competency of project manager from client side who works as a civil servant, and commissioning public construction sectors. This paper aims to identify the important competencies required by CPM in construction projects in Indonesia and examine current Indonesian CPM competency standard. Relative Importance Index (RII) was employed to assess the important level of competencies. The findings will enrich understanding on client project manager competency and become a basis to undergird further empirical research in client project manager development areas.

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Whooley, Owen. "Measuring mental disorders: The failed commensuration project of DSM-5." Social Science & Medicine 166 (October 2016): 33–40. http://dx.doi.org/10.1016/j.socscimed.2016.08.006.

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Kimmelman, Michael. "Out of a failed project comes a design for living." National Civic Review 77, no. 1 (1988): 63–65. http://dx.doi.org/10.1002/ncr.4100770112.

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Dobrokhotov, Aleksandr. "GAKhN: an aesthetics of ruins, or Aleksej Losev’s failed project." Studies in East European Thought 63, no. 1 (2010): 31–42. http://dx.doi.org/10.1007/s11212-010-9131-x.

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Byles, John A. "Problems in interagency collaboration: Lessons from a project that failed." Child Abuse & Neglect 9, no. 4 (1985): 549–54. http://dx.doi.org/10.1016/0145-2134(85)90065-1.

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Braaten, Daniel, Maui Orozco, and Jonathan R. Strand. "Voting for Green? U.S. Support for Environmental Projects in the Multilateral Development Banks." Journal of Environment & Development 28, no. 1 (2018): 28–53. http://dx.doi.org/10.1177/1070496518815216.

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This article examines the drivers of American support for environmental projects in the multilateral development banks (MDBs). We first describe how U.S. Executive Directors are guided by Congressional directives regarding environmental aspects of MDB projects. The article then turns to statistical analysis of the strategic and normative drivers of U.S. positions on MDB projects. Our analysis finds mixed support for environmental factors driving U.S. votes. The United States is more inclined to vote against “dirty” projects (i.e., mining, coal, and oil) rather than specifically support “green” projects (i.e., projects related toward climate change or biodiversity). The overall environmental performance of a country had a minor influence on whether the United States would support proposals from that country, but the United States was much more likely to disapprove of a project if a project failed to undergo an environmental analysis or failed the analysis in anyway.

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Felix, Olorunfemi, Tan-Mullins May, Mohan Giles, Siciliano Giuseppina, and Urban Frauke. "Hope, Politics and Risk: The Case of Chinese Dam in Nigeria." Energy and Environment Research 7, no. 2 (2017): 1. http://dx.doi.org/10.5539/eer.v7n2p1.

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The rise of Chinese infrastructure investment in Africa has raised a set of questions about whose development agendas are being fulfilled by such projects, where the power lies in these negotiations, and how local communities are impacted by the projects. Current assumptions see China as holding the power in these relations and that its state-backed transnational corporations unilaterally get their way. This paper challenges these simplistic assumptions by examining the case of a ‘failed’ Chinese project - the Zamfara Dam in Northern Nigeria – and in doing so makes a case for the role of African political agency in brokering Chinese engagement. The dam project was initiated in 2008 between the Zamfara State government and the China Geo-Engineering Corporation; funding was supposed to come from the Chinese ExIm Bank. After the initial assessment and community consultations that spanned three years, the project failed to take off. Primary data is used to understand the process of failure and shows that the dam was initiated based on political expediency rather than the actual drive for development. It was brokered between the elites of China, Nigeria and Zamfara state and so failed to gain wider legitimacy and accountability. Also, in the drive to see the project initiated statutory shortcuts were taken. Critically, consultation was not broadbased even among the state government officials and the communities. The initiation of the project did not follow the laid down procedure of the Federal Ministry of Water Resources. Given that largely political factors played a significant role in the failure of the project, it is suggested that motivation for and implementation of development projects of this nature should transcend political whims and caprices of politicians and ensuring more transparency and broad consultation.

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ÖZDENİZCİ KÖSE, Büşra. "AN ANALYSIS ON THE ROLE OF SOCIAL NETWORK STRUCTURE IN IT OUTSOURCING PROJECT REALIZATION." Business & Management Studies: An International Journal 7, no. 5 (2019): 2052–72. http://dx.doi.org/10.15295/bmij.v7i5.1268.

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Information Technology (IT) outsourcing practices are increasing due to valuable strategic benefits such as cost savings, value-added activities, high quality systems, risk reduction, efficiency and competitiveness, compliance and security, and more. Today, managing the outsourcing relationship between client and vendor has become one of the significant issues to be considered for the sustainability of outsourcing interaction and the success of project outcomes. This study examines the importance of social interaction structure on project success and examines how relationship dynamics are realized between the client and vendor side through a case of “failed” IT outsourcing project. This case study puts forward the importance of IT outsourcing on project success with an interpretive analysis. In this regard, the study examines the IT outsourcing project participants’ needs, the communication dynamics and the social network model in terms of structural and tie properties; and sheds light on the hidden issues of failed IT outsourcing projects for practitioners and researchers.

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Kowalski, Martin, Stephan Zelewski, and Daniel Bergenrodt. "Applying of an Ontology-driven Case-based Reasoning System in Logistics." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 3, no. 2 (2012): 347–50. http://dx.doi.org/10.24297/ijct.v3i2c.2898.

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The management of logistics projects is a well known part of management science. But until now, purely quantitative and hard project management techniques like the critical path method and the project evaluation and review technique have been dominant. With this main stream approach, only simply structured logistics projects can normally be managed. The few attempts to use case-based reasoning (CBR) for project management failed up until now because of the difficulties when identifying those projects which contain useful, especially qualitative knowledge for the current logistics project. In this paper we present an ontology-driven case-based reasoning system (SCM Project Recommender), that can measure similarity between knowledge collections, which are written in natural language. The application is implemented using the open source CBR development framework jCOLIBRI.

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Aganyira, K., R. Kabumbuli, V. B. Muwanika, D. Nampanzira, J. R. S. Tabuti, and D. Sheil. "Learning from Failure: Lessons from a Forest Based Carbon and Charcoal Project." International Forestry Review 21, no. 1 (2019): 1–10. http://dx.doi.org/10.1505/146554819825863744.

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Payment for environmental services (PES) projects can potentially improve environmental and livelihood outcomes. While pilot projects offer valuable lessons, these are often lost especially if the project fails. Here we assess how and why a forest-for-carbon linked charcoal production project, developed in Central Uganda under the Clean Development Mechanism, failed to achieve its goals (e.g.collaborative establishment of a charcoal production plantation using indigenous species and improved forest protection). We draw upon interviews and focus group discussions with project participants, non-participants and forest authorities. Findings suggest that inadequate project benefits, conflicts over project goals, distrust, poor communication and weak institutional capacity undermined the likelihood of project success. Most shortcomings were evident before the project started. Our conclusion is that projects must invest in recognising and addressing challenges in advance. In addition, good pre-implementation assessments, as well as transparent and accountable decision procedures would improve project outcomes.

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Tubilewicz, Czeslaw. "Taiwan's “Macedonian Project,” 1999–2001." China Quarterly 179 (September 2004): 782–803. http://dx.doi.org/10.1017/s030574100400058x.

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Since 1989, Taipei has attempted to capitalize on the systemic changes in East Central Europe. It achieved its goal of winning diplomatic allies among the post-communist states only in 1999, when Macedonia recognized the Republic of China (ROC) hoping that Taipei's generosity would resolve its economic problems. In order to showcase the effectiveness of its assistance, Taipei resorted to economic diplomacy and offered Skopje loans, humanitarian and technical assistance. Yet, the Macedonian–Taiwanese partnership ended in 2001. This report will argue that Taipei failed to become a viable alternative to the People's Republic of China (PRC) as Skopje's economic and diplomatic partner because of China's clout in international affairs and its own reluctance to shower Macedonia with developmental assistance. Instead of showcasing Taiwan's ability to maintain a diplomatic ally through a pro-active economic foreign policy, the failed Macedonian project underlined the limited effectiveness of the ROC's economic diplomacy and the perennial problem of the ROC diplomacy: a successful international isolation by the PRC.

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Othman, Idris, Siti Norfarahhanim Ghani, Hisham Mohamad, Wesam Alalou, and Nasir Shafiq. "Early Warning Signs of Project Failure." MATEC Web of Conferences 203 (2018): 02008. http://dx.doi.org/10.1051/matecconf/201820302008.

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Despite the improvement in utilization of project management tools and techniques over the years, there are still many projects failed to meet their objectives. Early warning signs becomes one of the concepts used to detect the potential cause of failure in a project. Early warning is defined by signals, which can be seen variously as an expression, indication, a proof, or a sign of existence of some future negative issues. In recent years, several researches regarding early warning signs have been proposed by many authors, varying from project assessment stage in detecting the signs, methodology in conduction early warning sign research and the type of the projects tested. This article presents a review of related work on early warning signs of project failure to give conceptual insights on what early warning is.

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Liyu, Xia, Li Xin, and Meng Weixuan. "Evaluation of Innovation Management of Major Projects." E3S Web of Conferences 165 (2020): 04031. http://dx.doi.org/10.1051/e3sconf/202016504031.

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It is of great significance to evaluate the implementation effect of major engineering innovation management and summarize the successful or failed experience of major engineering innovation management for the smooth development of major projects in the future. We select the representative Beijing Shanghai high speed railway project, Ultra-high voltage project, Three Gorges project and Ten major aircraft project as examples to summarize the methods and effects of innovation management of major projects, and build the evaluation system of innovation management of major projects from two main dimensions of innovation management mode and innovation management mechanism to visually evaluate the effect of innovation management of major projects. The research results show that the evaluation system proposed by us has good applicability to major project innovation management, and visual display can reveal the evaluation results more intuitively.

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Roberts, Mark, Emmanuel Teye Adjase, and Jim Crabb. "Innovations in mental health training – the Kintampo Project, Ghana." International Psychiatry 11, no. 2 (2014): 33–35. http://dx.doi.org/10.1192/s1749367600004331.

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The landscape of some low- and middle-income countries is sadly all too often littered with the remains of well intentioned health development projects that have failed. The Kintampo Project in Ghana is an education intervention that is set to achieve the most elusive of outcomes in development work, namely genuine sustainability. This article focuses on the challenges faced by the project and the factors that have allowed it to reach its targets.

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McLaughlin, Stephen. "The imperatives of e‐business: case study of a failed project." Journal of Business Strategy 30, no. 1 (2009): 40–49. http://dx.doi.org/10.1108/02756660910926966.

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Sukhorukov, D. V., L. A. Sorokina, and L. I. Syromyatnikova. "Russia and Europe: system dialogue or confrontation? History of failed project." Alma mater. Vestnik Vysshey Shkoly, no. 11 (November 2018): 102–5. http://dx.doi.org/10.20339/am.11-18.102.

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Ciuhan, Geanina Cucu, and Dragos Iliescu. "Learning From a Failed Mixed Methods Child Art-Therapy Research Project." International Journal of Qualitative Methods 19 (January 1, 2020): 160940692096379. http://dx.doi.org/10.1177/1609406920963797.

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This paper critically describes a mixed methods study focused on the development of a measurement instrument and the effectiveness evaluation of an art-therapy intervention for children. The project combined an outcome research, conducted for the validation of a psychotherapy program for children with behavioral and emotional problems, with a mixed qualitative-quantitative study for the development and validation of an observation sheet for the analysis of video recordings in the assessment of children’s self-image. Even if the quantitative analysis showed that both the instrument and the program were adequate, the research program cannot be considered a success because of several shortcomings. We describe the strengths and the gaps of the qualitative study, as well as the likely motives for the failure of the entire project. We also include lessons learned and recommendations.

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Bengio, Ofra. "Contextualizing the Kurdish national project: the failed Iraqi nation-state thesis." British Journal of Middle Eastern Studies 45, no. 4 (2018): 559–73. http://dx.doi.org/10.1080/13530194.2018.1430532.

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Yu. Bulatov. "Russification of Bessarabia: The Failed Project of the Romanovs (1828-1917)." International Affairs 66, no. 006 (2020): 190–203. http://dx.doi.org/10.21557/iaf.63880225.

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Керопян, Лилит, and Lilit Keropyan. "Comparative Analysis of the Factors Contributing to the Successful Implementation of Projects in Russia and EU Countries." Scientific Research and Development. Russian Journal of Project Management 8, no. 1 (2019): 39–48. http://dx.doi.org/10.12737/article_5d2ec9f226f287.36114586.

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Currently, rapid economic development successful implementation of projects is necessary for the activities of organizations. In some industries, such as construction, spacecraft production, film production and other, activities are carried out mainly through projects where a failed project can have a large negative impact on such organizations. The study based on the scientific work of the British research group BMG and the results of a survey of project managers in the Skolkovo Innovation Center, allowed to identify and compare the most important factors affecting the successful implementation of projects in the EU and Russia.

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Gregory, Katherine. "Lessons of a Failed Study: Lone Research, Media Analysis, and the Limitations of Bracketing." International Journal of Qualitative Methods 18 (January 1, 2019): 160940691984245. http://dx.doi.org/10.1177/1609406919842450.

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Failed research can function as the underbelly of all qualitative research projects that come to fruition. These shadow projects offer invaluable insights to future research and researchers alike. In this article, I trace a failed life history of sex offenders project from its conceptualization to its abandonment, after conducting a series of searches on the online National Sex Offender Registry database. Through the use of preliminary field notes and an analysis of media representations, I examine the role of bracketing of the topic, as a by-product of the phenomenological tradition, and other methodological issues such as physical and emotional vulnerability as a lone researcher, preconceptions harbored about “challenging” populations, and how a research setting can contribute to failed research.

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Story, Jonathan, and Robert J. Crawford. "Y2K: The Bug That Failed to Bite." Business and Politics 3, no. 3 (2001): 269–96. http://dx.doi.org/10.2202/1469-3569.1027.

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This case, and the accompanying teaching note, is based on extensive interviews in the early months of the year 2000 with many of the participants involved in Global 2000—an organization set up to preempt a possible global business meltdown as a result of the “Millenium Bug.” Global 2000 emerged between November 1997 and April 1998 as a coordinated project among managers at various international banks to monitor suspicious private and public organizations from around the world, engage national and multilateral regulators, and develop and implement a workable strategy to forestall the worst potential consequences of the Year 2000 (Y2K) bug. This project involved maintaining control over a rapidly expanding network, establishing readily implementable procedures, setting incentives for a diverse community of players, and agreeing on effective country assessment charts. If they succeeded, they ran the risk of being criticized for crying wolf; if they failed, the world financial system would be at stake. This article tells the story of Global 2000's efforts to squash the Y2K bug and discusses the lessons of this story for our understanding of issues of collective action, network dynamics, and voluntary compliance.

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Zafft, Robert. "A white elephant is not a black swan: Why you can do more about it project risk than you think (a reply to flyvberg and budzier)." Risk Governance and Control: Financial Markets and Institutions 2, no. 3 (2012): 54–63. http://dx.doi.org/10.22495/rgcv2i3art4.

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Failed IT projects destroy value on a massive scale. Failure occurs because traditional efforts to improve IT performance treat project delivery as an operational endeavor driven by technologists. Progress, these technologists say, lies in ever more complex implementation methodologies. In reality, an IT project is a business endeavor which must be evaluated in financial terms, both as a standalone effort and in relation to other efforts competing for resources. Moreover, a client or vendor’s projects represent a rolling collection of endeavors. They are best analyzed and managed as a portfolio. Proof of success will not only come through better project delivery and business ROI but the ability to insure IT projects for timeliness, adherence to budget, and full functionality.

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Dunne, B. Greg. "Reflecting on the Japan-Chile Task-Based Telecollaboration Project for Beginner-Level Learners." TESL Canada Journal 31 (January 25, 2015): 175. http://dx.doi.org/10.18806/tesl.v31i0.1193.

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Using O’Dowd and Ritter’s (2006) Inventory of Reasons for Failed Communication in Telecollaborative Projects as a barometer, this article details the considerations and procedures followed in a task-based, asynchronous email tele-collaboration project between EFL (English as a Foreign Language) learners in Japan and Chile. In a climate where current research surrounding telecollaboration continues to gravitate toward the dual foci of intercultural communicative competence and multimodal technology, this article exemplifies how the adoption of a task-based framework can greatly assist the induction of beginner-level EFL students into a telecollaborative learning environment. It also encourages EFL and ESL (English as a Second Language) teachers throughout the world to seek task designs that will help them do the same. The project experienced its share of logistical and technical challenges but by adopting the currently unconventional stance of designing tasks that highlight individual identity and downplay cultural identity the project appeared to minimize intercultural tension, unmanageable levels of incomprehensibility and inability to arrive at task outcomes.Utilisant l’article de O’Dowd et Ritter (2006) Inventory of Reasons for Failed Communication in Telecollaborative Projects comme baromètre, cet article décrit en détail les considérations et les procédures d’un projet de télécollaboration asynchrone, par courriel et basé sur les tâches entre des apprenants d’anglais langue étrangère (ALE) au Japon et au Chili. Dans le climat actuel où la recherche portant sur la télécollaboration continue à se tourner vers la compétence communicative interculturelle et la technologie multimodale, cet article démontre les bienfaits significatifs d’adopter un cadre basé sur les tâches pour accueillir les élèves débutants en ALE dans un milieu d’apprentissage télécollaboratif. L’article encourage également les enseignants d’ALE et d’ALS partout au monde à rechercher des tâches qui les aideront à en faire autant. Le projet a connu sa part de défis logistiques et techniques, mais en adoptant la position originale de concevoir des tâches qui soulignent l’identité individuelle et diminuent l’identité culturelle, il semble avoir minimisé la tension interculturelle, l’incompréhensibilité et l’incapacité à arriver aux résultats voulus.

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Weber, Karsten. "Entwicklung und digitale Spaltung – Zusammenhänge und Prioritäten." PROKLA. Zeitschrift für kritische Sozialwissenschaft 36, no. 145 (2006): 533–47. http://dx.doi.org/10.32387/prokla.v36i145.536.

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After a brief introduction of definitions and causes of the digital divide, particularly with regard to developing countries, the so-called “Simputer” and “One Laptop per Child” projects, which were designed to close the digital divide in developing countries, will be presented. It shall be argued that both projects are flawed by technological determinism and false assumptions about the impact of technology on social problems. As a conclusion it shall be predicted that the “One Laptop per Child” project is very likely to fail as the “Simputer” project already has failed.

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Jewels, Tony, and Rozz Albon. "Implications of Cultural Differences in International Projects." International Journal of Information Technology Project Management 4, no. 1 (2013): 58–71. http://dx.doi.org/10.4018/jitpm.2013010105.

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This research sets out to identify cultural factors that may need to be addressed in order to increase the chances of international IT project success. The management of projects across national boundaries and cultures is becoming an increasingly important topic as organizations throughout the world expand their globalization efforts. Using a case study example of a failed IT project conducted in Taiwan by an Australian project team, the issue of how national cultural differences contributed to this failure is used as the foundation for identifying how cultural differences might affect other international IT projects. Feedback from local students in a United Arab Emirates national university MIS project management course is analyzed and interpreted in an attempt to identify what cultural differences are likely to affect the management of projects in the Middle East region in particular and across national boundaries generally.

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Баталов, Дмитрий, Dmitry Batalov, Руслан Кадыргулов, et al. "SIGNS AND FAILURE PATH OF RUSSIAN PROJECTS." Russian Journal of Management 7, no. 2 (2019): 111–15. http://dx.doi.org/10.29039/article_5d4846bd8b9751.96209334.

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In the article, based on the results of the research of Russian projects of failed, the authors determine the need to increase the definition of project success. They add important criterion - the added value for a company and applicability of project results in operation. For systematize the reasons for the failure of projects, the article proposes the elementary taxonomy consisting of 2 groups. The presence of factors of the first group, the project definitely will not be successful upon completion. The presence of factors of the second group, the project can be completed within the budget and in the schedule, but the quality of the project results will suffer greatly, making them inapplicable in operations. The authors determine 4 types of state that the project lives while moving toward failure, thereby determining the typical path of degradation of project management. For identify the failure of the project, the authors propose to apply the early and late signs indicated in the article. To save the project, the authors indicate their recommendations, which are to stop and re-plan the project.

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Lei, Jie, and Alan Walker. "The Big Society in China: A Failed Experiment." Social Policy and Society 12, no. 1 (2012): 17–30. http://dx.doi.org/10.1017/s147474641200036x.

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From 1988 the Chinese Government pursued a policy of ‘small government, big society’. The policy was determined at the highest level and, after a pilot study in Hainan Province, was implemented vigorously in a series of political reforms. It was the chief political dimension of the economic restructuring which led from state ownership of enterprises to the so-called socialist market. Like its economic counterpart, it reflected China's adoption of neo-liberal ideology. The aims were to encourage both civil society and the private market to provide social welfare and, thereby, to restrict demands on public expenditure. However, it failed to realise these goals and was recently replaced by a more state oriented approach. The article discusses the Chinese big society project and, specifically, examines why it was introduced, what it consisted of, its impact on social welfare, the criticisms it attracted and its recent changes in nature. The article concludes by considering some possible lessons for the UK Coalition Governments’ big society project and any similar initiatives attempted in other countries.

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Thomas, Janice, Connie L. Delisle, Kam Jugdev, and Pamela Buckle. "Selling Project Management to Senior Executives: The Case for Avoiding Crisis Sales." Project Management Journal 33, no. 2 (2002): 19–28. http://dx.doi.org/10.1177/875697280203300204.

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Worldwide, project management is gaining acceptance as a business competency for many organizations. On one hand, the authors note a growing interest in the use of elements of project management in virtually every segment of every industry. On the other hand, long-term investment in project management remains a tough sell at the executive level. Knowing that the lack of senior management support is consistently identified as a key factor in failed projects, this disconnect is of growing concern for practitioners. This paper presents the preliminary results of the first phase of a research project designed to develop an understanding of the reasons for this conundrum.

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Obare, Josiah Obiria, Dorothy Ndunge Kyalo, Angeline Sabina Mulwa, and John Mbugua. "Implementation Process of Project Control Systems and Performance of Rural Roads Construction Projects in Kenya: Role of Project Team Experience Diversity." European Scientific Journal, ESJ 12, no. 29 (2016): 408. http://dx.doi.org/10.19044/esj.2016.v12n29p408.

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Project managers have always endeavoured to effectively implement project controls systems during execution of projects to enhance rates of projects successes. However lack of understanding of the role of diversity of experiences among the workforce has hindered the ultimate performance of the project control systems in influencing the performance of construction projects. This paper sought to establish the extent to which project team experience diversity influence on the relationship between implementation process of project control systems and performance of rural roads construction projects in Kenya. The study adopted the pragmatism paradigm and the correlational survey research design. Descriptive statistics were analysed using frequencies, percentages, arithmetic mean and standard deviation while inferential statistics were analysed using Pearson’s Product Moment correlation (r), simple regression and stepwise regression (R2). Ftest was used to test the hypotheses. Tests of statistical assumptions were carried out before analysis. The results indicated that with r= 0.533, R2 = 0.284 F (1,195) = 77.208 at p=0.0000.05, the null hypothesis was failed to be rejected and therefore concluded that the significant relationship between implementation process of project control systems and performance of rural roads project does not depend on the interaction between implementation process of project control systems and project team experience diversity. It was therefore recommended that project team experience diversity among the professionals should be encouraged, communicated and shared for the common purpose of achieving high performance in projects.

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O'Callaghan, Ramon. "Fixing the Payment System at Alvalade XXI: A Case on IT project Risk Management." Journal of Information Technology 22, no. 4 (2007): 399–409. http://dx.doi.org/10.1057/palgrave.jit.2000116.

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This case describes the implementation and subsequent failure of an innovative system installed in the bars of Alvalade XXI, the recently built football stadium in Lisbon, Portugal. Casa XXI, the company running the bars, had entrusted the project to an IT supplier who had limited experience with large systems. During the inauguration, the system failed spectacularly creating a chaotic situation. The fiasco meant not only a financial loss, but also a blow to the reputation of the company. The management blamed the supplier for the failure. The supplier, however, claimed that the problem was not technical but organizational, that is, poor planning of operations. Subsequent tests were inconclusive and failed to restore trust. At the end of the case, the CEO is considering the possibility to switch to an alternative supplier. He also wonders what they could have done to manage the project and the associated risks more effectively. The case highlights risk and project management issues in large systems implementations. The discussion can be structured around cost/benefit analysis, risk assessment, and project management. Relevant dimensions include: company operations, project scope, degree of innovation, technology used, system architecture, supplier selection, and project organization. In addition, the case raises governance questions: Who is responsible for the project? Even if the project is outsourced, how should the roles and responsibilities be apportioned between the company and the IT supplier(s)? What mechanisms should be used to plan and execute IT projects, and control their risks?

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Journal articles on the topic 'Failed project'

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