1. 0
STUDY TITLE
An investigation into information technology project failure in Tshwane Metropolitan
Municipality.
By
Student Name
Remember Mathebula
Student Number
211056673
Submitted in partial fulfilment of the degree of BACCALAUREUS TECHNOLOGIAE: Information
Management
In the Department of Informatics,
Faculty of Information and Communication Technology,
Tshwane University of Technology
Supervisor:
Makgopela MM
Co-Supervisor:
Giresse KM
2. 1
Table of Contents
Dedication..........................................................................................................................................2
Acknowledgement............................................................................................................................2
Abstract............................................................................................................................................3
CHAPTER 1....................................................................................................................................4
1.1 Introduction: ..................................................................................................................6
1.2 Aim of the study: ...........................................................................................................4
1.3 Research objectives: .......................................................................................................4
1.4 Research questions: ........................................................................................................4
1.5 Participants: ...................................................................................................................5
1.6 Limitations and delimitations of the study..........................................................................5
1.7 Research methodology: ..............................................................................................….5
1.8 Conclusion: .................................................................................................. …………..5
CHAPTER 2.....................................................................................................................................6
2.0 Analysis of research results………………………………………………………………….....6
2.1 Introduction: ..................................................................................................................6
CHAPTER 3....................................................................................................................................6
3.0 Presentation and interpretation of results: …………………………………………………….6
3.1 Introduction: ..................................................................................................................7-18
CHAPTER 4...................................................................................................................................18
4.0 Recommendations and conclusions: ………………………………………………………….18
4.1 Introduction: .................................................................................................................18
4.2 Why projects fails: ……………………………………………………………………………18-20
4.3 Defining success and failure: ..........................................................................................20-21
4.4 Roles and responsibilities of the project manager: ............................................................21-22
4.5 Areas for future research:..............................................................................................22
4.6 References:..................................................................................................................23
4.7 Appendix: ....................................................................................................................24-26
3. 2
Dedication
I dedicate thisresearchtothe almightyGodwhogave me the strengthandbrainsto write this
research. God isgreat!
Acknowledgement
Firstand foremostIwishto expressmygratitude to Mr. MakgopelaMM and hisassistant Mr.
Giresse KM fortheirvaluable guidance andsupportandthe time theysacrificedtomake these
researcha success.I am eternallygrateful fortheircommentandsuggestionwhichimprovedmy
workto bestone among the best.Withouttheirassistance the successof thiswork wasgoingto be
verydifficult.
Secondly,Iwouldlike toextendmyappreciationtomylovingfamilyandfriendsfortheirlove,
prayersand support.Iam grateful fortheirencouragementandfaithinme.
4. 3
ABSTRACT
ProjectManagementisthe wave of the future.Thisdiscipline anditsevolutioncontinuestobe one
of the principal meansbywhichoperationalandstrategicchanges are managedinthe enterprise.
The importance of ProjectManagementfororganizational successwill expand,ratherthanwane,in
yearsto come.
Projects,particularlylarge scale complex oneswithmultiple stakeholders,are failingatalarming
ratesdespite awide spectrumof effortstosolve the problem.The lackof meaningful resultsand
outcomesisdue,inpart, to the fact that organizationstendtooperate ona setof unproven
assumptionsconcerningprojectobjectives,businessrequirements,userexpectations,motivations,
agendas,schedules,costsandtime frames.
The objective of thisdissertationwasfirstlyto establishthe factorsthatinfluence information
technologyprojectfailure inTshwane MetropolitanMunicipality;andsecondly, todetermine the
possibilitiesavailable toimprove informationtechnologyprojectssuccess,thatcouldbe applied
withinthe City.
The methodof researchwas to issue questionnairestothe entire populationof GroupICT at
Tshwane Municipality.The questionnaireswere designedaroundthe simplifiedfive-pointLikert
scale usingclosedquestions.Questionnaireswereusedtogauge the perceptionsonthe current
projectenvironmentwithinthe City.
5. 4
1.0 CHAPTER 1 – INTRODUCTION AND OVERVIEW OF THE STUDY
1.1 INTRODUCTION
To stay competitive,companiesare increasinglyimplementinginitiativestoimprove theirproject
deliverybycontinuallyreducingcycle times,minimizingcostsandcontrollingquality.These
initiativesrequire skilledpeople,standardizedprocessesandsuperiortechnologyunifiedanddriven
by effective projectmanagement.
Whetherdeliveringproductsorservices,all organizationsneedtomeetprojectdeadlines,budgets
and stakeholderexpectations.Tomaintaincustomersatisfactionandmeetcustomerexpectations,
no roomexistsforprojecterrorsor delays.
Thischapter describesthe motivationandcontextof the studyandintroducesthe readertothe
projectenvironment.Thischapterfurtherbrieflyoutlinesthe objectivesof the research.
1.2 Aim of the study
the aim of the studyis to establishthe factorsthat influence informationtechnologyprojectfailure
inTshwane MetropolitanMunicipality.
1.3 Objectives
The objectivesof thisstudyare:
To identify the factorsthatinfluence informationtechnology projectfailure.
To provide clientandthe projectteamwithguidelinesof the role theymustplayin
informationtechnologyprojects.
To determine the possibilitiesavailable toimprove informationtechnologyprojectssuccess.
To encourage an understandingof the projectrequirementsandoutcomesatthe initiation
phase of the project,withclearlydefineddeliverables
1.4 Research Questions
What are the factors that influence information technology project failure?
What are the guidelines that must be followed by client and the project team during the
development of information technology project?
What are the possibilities available to improve information technology project success?
6. 5
1.5 Participants
The researchwill be done inTshwane Metropolitanmunicipality andquestionswillbe distributed to
managers, senior managers, developers, analyst and testers with ICT department.
1.6 LIMITATIONS AND DELIMITATIONS OF THE STUDY
Some limitations that may influence the outcome of this study are:
Respondentsmayfinditdifficulttogive honestfeedback.
Respondentsmayfeelthatnegative responsesreflectontheirabilitiesinmanagingprojects
and noton factors beyondtheircontrol.
Delimitationsthatwill confine the boundaryof the researchwill be:
The researchwill onlybe conductedwithinCityof Tshwane MunicipalityGroupICT.
1.7 RESEARCH METHODOLOGY
Thisresearchwill be conductedbyissuing questionnairesasisknownas a listof printedquestions
that needtobe completed,respondentsmaybe requestedtocompletethe questionnairewith the
researchernotpresent. The questionnaireswill be designedaroundthe simplifiedfive-pointLikert
scale usingclosedquestions(Cooper&Schindler,2001).The type of researchto be undertakencan
be classifiedasquantitative innature.
The questionnaire wasthendividedintovarioussectionsthatwouldfocusonfundamentalsfor
projectsuccess.Questionnaireswere designedtotargetknowledgeable,experiencedandsuitably
qualifiedindividualswhowere engagedinmanagingprojectswithinTransnetatthe time.
Questionnaireswereusedtogauge the typical understandingof projectownerswithrespectto:
Alignmentbetweenthe businessvisionandthe operational requirements
The requirementsforprojectsuccess.
The common reasonsforprojectfailure.
Responseswere analyzedbythe researcherandincludedthe use of descriptive statistics.Responses
were comparedtoascertainwhether the resultsobtainedwere significantanddidnothappenby
chance.
1.8 CONCLUSION
The objective of thisdissertationwasfirstly toidentifythe factorsthatinfluenceinformation
technologyprojectfailure withinthe City;andsecondly,torecommendstrategiestoimprove the
rate of projectsuccess,that couldbe appliedwithinthe City.
7. 6
2.0 CHAPTER 2 – ANALYSIS OF RESEARCH RESULTS
2.1. Introduction
Twentynine researchquestionnaireswere collectedintotal.The responseswere collatedonan
excel spreadsheet.Responseswere codedtoassistinthe analysisprocess.Stronglydisagree
responseswere codedas1,disagree were coded2,neitheragree nordisagree were coded3,agree
as 4 and stronglyagree responseswere codedasa5. The spreadsheetwasthentestedforvalidity.
Basic inferential statisticswereappliedtothe results.
3.0 CHAPTER 3 – PRESENTATION AND INTERPRETATION OF RESULTS
3.1 Introduction
Thischapter presentsthe resultsobtainedfromdatacollectedthrough questionnairesduringthe
study.Informationwill be presentedthroughthe use of tablesandgraphs.Idistributedforty(40)
Questionnairestothe Cityof Tshwane GroupICT employees,Only29participantsdecidedtotake
part inthis research. The total numberof questionnairesissuedtorespondentswereTwenty nine
(29).
Data collectionwasquantitative thereforequantitativedatawill be presented.Tablesare usedfor
the presentationof quantitative data.
The variousquestionsonthe questionnairewere categorizedwithrespecttoapplicabilitytothe
objectives.The frequencydistributionwascomputedforeachquestion.Ananalysisof the respective
questionsisdiscussedbelow.Thisanalysiswill lenditself toeitherverifyingordisputingthe
objectivessupportingthe researchquestion.The codingonthe frequencydistributionsisrelatedto
the questionnaireanalysisasfollows:
Response rated1 = stronglydisagree
Response rated2 = disagree
Response rated3 = neitheragree nordisagree
Response rated4 = agree
Response rated5 = stronglyagree
Section1 - Strategic Alignment(SA1-6)
1. Projectsare selectedinline withbusinessgoals.
Table 3.1 Projectare in line withbusinessgoals
8. 7
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
SA1 7% 7% 14% 48% 24% 29
Table 3.1 above indicatesthatthe majorityof respondents(72%) agreedthat Projectsare selectedin
line withbusinessgoals,whilst14%disagree.
2. Project outcomesare generally alignedwithbusinessgoals.
Table 3.2 Projectoutcome
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
SA2 3% 3% 17% 55% 21% 29
Table 3.2 above indicatesthatthe majorityof respondents(76%) agreedthat projectoutcomesare
generallyalignedwithbusinessgoals,whilst6% disagree.
3. Requirementsare clearly definedfromthe beginning.
Table 3.3 Projectrequirements
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
SA3 21% 10% 14% 21% 34% 29
Table 3.3 above indicatesthatthe majorityof respondents(55%) agreedthat projectrequirements
are clearlydefinedfromthe beginning,whilst31% disagree.
4. Use of Work breakdownStructure (WBS) and Networkactivity when planninga project.
Table 3.4 Projectplanningtools
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
SA4 0% 10% 34% 34% 21% 29
Table 3.4 above indicatesthatthe majorityof respondents(55%) agreedthat the projectteamuse
Work breakdownStructure (WBS) andNetworkactivitywhenplanningaproject, ,whilst10%
disagree.
5. Project outcomesare clearly definedby the client.
Table 3.5 Projectdefinition
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
SA5 3% 10% 24% 41% 21% 29
9. 8
Table 3.5 above indicatesthatthe majorityof respondents(62%) agreedthat the projectoutcomes
are clearlydefinedbythe client, whilst13% disagree.
6. The clientdeterminesprojectsuccessby measuringproject outcomes.
Table 3.6 Projectsuccess
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
SA6 3% 3% 21% 38% 34% 29
Table 3.6 above indicatesthatthe majorityof respondents(72%) agreedthat the clientdetermines
projectsuccessbymeasuringprojectoutcomes, whilst6% disagree.
Section1 - Strategic AlignmentGraph
The above data from SA1 – SA6 is nowpresentedinaformof graph.
Table 3.7
Section2 – ProjectSelection(PS1-5)
1. Project managers are appointedat the concept stage of the project.
Table 3.8 Appointmentof projectmanagers
Strongly disagree Neitheragree Agree Strongly agree Total number of
0
10
20
30
40
50
60
70
80
90
100
SA1 SA2 SA3 SA4 SA5 SA6
Strategic alignment Q1 - Q6
Strongly disagree disagree Neither agree nor disagree Agree Strongly agree
10. 9
disagree nor disagree participants
PS1 30% 26% 14% 22% 8% 29
Table 5.8 above indicatesthatthe majorityof respondents(56%) disagree that the projectmanagers
are appointedatthe concept stage of the project,whilst30% agreed.
Resultsdiscussion
2. The project manager isinvolvedin the project selectionprocess.
Table 3.9 Involvementof projectmanagersinthe selectionprocess
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PS2 41% 14% 24% 21% 0% 29
Table 3.9 above indicatesthatthe majorityof respondents(55%) disagree that the projectmanagers
are involvedinthe projectselectionprocess,whilst21% agreed.
3. Project resultshave a strategic fit inthe designand executionoffuture products and
services.
Table 3.10 Projectresults
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PS3 0 7% 31% 48% 14% 29
Table 5.10 above indicatesthatthe majorityof respondents(62%) agreedthat the Projectresults
have a strategicfitin the designandexecutionof future productsandservices,whilst7% disagree.
4. Projectsare selectedinline withbusinessgrowth and expansionstrategies.
Table 3.11 Projectselection
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PS4 0% 7% 17% 45% 31% 29
Table 3.11 above indicatesthatthe majorityof respondents(76%) agreedthat the Projectsare
selectedinline withbusinessgrowthandexpansionstrategies,whilst7% disagree.
5. The principlesofproject managementare applieduniformlyirrespective ofthe size of the
project.
Table 3.12 Principlesof projectmanagement
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
11. 10
PS5 10% 21% 34% 17% 17% 29
Table 5.12 above indicatesthatthe majorityof respondents (34%) agreedthatthe principlesof
projectmanagementare applieduniformlyirrespectiveof the size of the project,whilst31%
disagree and34% neitheragree nordisagree.
Section2 - ProjectSelection(PS1-5) Graph
The above data from PS1 – PS5 is now presentedinaformof graph.
Table 3.13
Section3 – Projectoutcomes (PO1-6)
1. The project usuallysatisfiesthe businessoperational requirements.
Table 3.14 Businessrequirements
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PO1 3% 14% 21% 55% 7% 29
Table 3.15 above indicatesthatthe majorityof respondents(62%) agreedthat the projectusually
satisfiesthe businessoperational requirements,whilst17% disagree.
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6
ProjectSelection Q1 - Q5
Strongly disagree disagree Neither agree nor disagree Agree Strongly agree
12. 11
2. Project deliverablesare generallyproducedontime and withinbudget.
Table 3.16 Projectdeliverables
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PO2 45% 7% 10% 34% 3% 29
Table 3.16 above indicatesthatthe majorityof respondents(52%) disagree that the Project
deliverablesare generallyproducedontime andwithinbudget,whilst37% agreed.
3. The businessownersusuallybelieve thatthe project was successful.
Table 3.17 Business owners
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PO3 7% 21% 21% 38% 14% 29
Table 3.17 above indicatesthatthe majorityof respondents(52%) agreedthatthe businessowners
usuallybelievethatthe projectwassuccessful, whilst28% disagree.
4. Projectsalways deliverthe businessvalue itpromises.
Table 3.18 Businessvalue
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PO4 7% 34% 10% 41% 7% 29
Table 3.18 above indicatesthatthe majorityof respondents(47%) agreedthatthe projectsalways
deliverthe businessvalue itpromises, whilst41% disagree.
5. The time,cost, quality and scope constraints are usuallymanaged as planned.
Table 3.19 Projectconstraints
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PO5 14% 34% 24% 24% 10% 29
Table 3.19 above indicatesthatthe majorityof respondents(48%) disagree thatthe time, cost,
qualityandscope constraintsare usuallymanagedasplanned,whilst34% agreed.
6. Project ultimatelyprovide satisfactory returnon investmenttothe customer.
Table 3.20 Returnon investment
13. 12
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PO6 3% 10% 38% 38% 10% 29
Table 3.20 above indicatesthatthe majorityof respondents(48%) agreedthatthe projectultimately
provide satisfactoryreturnoninvestmenttothe customer,whilst13% disagree.
Section3 – ProjectOutcomes (PO1-6) Graph
The above data from PO1 – PO6 is nowpresentedinaformof graph.
Table 3.21
Section4 – ProjectAnalysis(PA1-10)
1. Clientsclearlydefinedthe businesscase.
Table 3.22 Businesscase
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA1 21% 17% 31% 28% 3% 29
Table 5.22 above indicatesthatthe majorityof respondents(38%) disagree that the clientsclearly
definedthe businesscase,whilst31%agreed.
0
10
20
30
40
50
60
70
80
90
100
PO1 PO2 PO3 PO4 PO5 PO6
ProjectOutcomes Q1 - Q6
Strongly disagree disagree Neither agree nor disagree Agree Strongly agree
14. 13
2. The stakeholdershave knowledge about the project.
Table 3.23 Stakeholdersknowledge
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA2 0% 21% 7% 41% 31% 29
Table 3.23 above indicatesthatthe majorityof respondents(72%) agreedthat the stakeholdershave
knowledge aboutthe project, whilst21%disagree.
3. The stakeholdershave a good communicationskills.
Table 5.24 Communicationskills
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA3 0% 7% 41% 31% 21% 29
Table 3.24 above indicatesthatthe majorityof respondents(52%) agreedthatthe stakeholdershave
a good communicationskills,whilst7%disagree.
4. All the functional requirementsofthe systemgatheredat the beginning.
Table 3.25 Functional requirements
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA4 10% 17% 31% 28% 14% 29
Table 3.25 above indicatesthatthe majorityof respondents(42%) agreedthatall the functional
requirementsof the systemgatheredatthe beginning,whilst27% disagree.
5. The clienthave a better understandingabout what he/she needs.
Table 3.26 Clientunderstandingwhathe/sheneeds
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA5 10% 21% 28% 35% 7% 29
Table 3.26 above indicatesthatthe majorityof respondents(52%) agreedthat the clienthave a
betterunderstandingaboutwhathe/she needs,whilst32% disagree.
6. Are there software toolsused inplanning and managementof requirements?
Table 3.27 Software tools
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA6 0% 7% 14% 69% 10% 29
15. 14
Table 3.27 above indicatesthatthe majorityof respondents(79%) agreedthatare there software
toolsusedinplanningandmanagementof requirements,whilst7% disagree.
7. The goals and objectivesare always withinthe projectscope.
Table 3.28 Projectscope
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA7 0% 31% 28% 28% 14% 29
Table 3.28 above indicatesthatthe majorityof respondents(42%) agreedthatthe goalsand
objectivesare alwayswithinthe projectscope, whilst31% disagree.
8. Will the employee acceptthe change?
Table 3.29 Acceptingchange
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA8 7% 21% 34% 34% 3% 29
Table 3.29 above indicatesthatthe majorityof respondents(37%) agreedthatthe employeeswill
accept change,whilst28%disagree.
9. The project solutionalways meetthe businessneeds.
Table 3.30 Projectsolution
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA9 0% 7% 38% 38% 17% 29
Table 3.30 above indicatesthatthe majorityof respondents(55%) agreedthatthe projectsolution
alwaysmeetthe businessneeds,whilst7% disagree.
10. There is a proper planwhich will identifyany change in requirements.
Table 3.31 Properplan
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
PA10 0% 24% 38% 31% 7% 29
Table 3.31 above indicatesthatthe majorityof respondents(38%) agreedthatthere isaproperplan
whichwill identifyanychange inrequirements, whilst24% disagree.
Section5 – ProjectOutcomes (PA1-10) Graph
16. 15
The above data from PA1– PA10 is nowpresentedinaformof graph.
Table 3.32
Section5 – Reasonsfor failure (RFF1-12)
1. Lack of userinvolvement.
Table 3.33 User involvement
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF1 3% 7% 17% 38% 34% 29
Table 3.33 above indicatesthatthe majorityof respondents(72%) agreedthatlackof user
involvementisone of the reasonwhyICT projectfails,whilst10% disagree.
2. Long or unrealistictimescales.
Table 3.34 Timescales
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF2 3% 7% 31% 31% 28% 29
Table 3.34 above indicatesthatthe majorityof respondents(59%) agreedthatICTprojectfails
because of longor unrealistictimescales,whilst10% disagree.
3. Failure to adequatelyidentify,documentand track requirements.
Table 3.35 Requirementtracking
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF3 3% 17% 14% 31% 34% 29
0
20
40
60
80
100
PA1 PA2 PA3 PA4 PA5 PA6 PA7 PA8 PA9 PA10
ProjectAnalysis Q1 - Q10
Strongly disagree disagree Neither agree nordisagree Agree Strongly agree
17. 16
Table 3.35 above indicatesthatthe majorityof respondents(65%) agreedthat failuretoadequately
identify,documentandtrackrequirementsresultsinprojectfailure,whilst20% disagree.
4. Scope creep.
Table 3.36 Scope creep
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF4 0% 3% 38% 48% 10% 29
Table 3.36 above indicatesthatthe majorityof respondents(58%) agreedthatthe change inproject
scope resultsinprojectfailure,whilst3%disagree.
5. No formal change control system.
Table 3.37 Formal change
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF5 3% 7% 24% 59% 7% 29
Table 3.37 above indicatesthatthe majorityof respondents(66%) agreedthatthe lackof formal
change control systemresultsinprojectfailure, whilst10% disagree.
6. Inadequately trained or inexperienced project managers.
Table 3.38 Project managers
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF6 0% 14% 10% 41% 38% 29
Table 3.38 above indicatesthatthe majorityof respondents(79%) agreedthat inadequately trained
or inexperienced project managers results in project failure, whilst14% disagree.
7. Poor leadershipat any and all levels.
Table 3.39 Poor leadership
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF7 3% 3% 10% 52% 31% 29
Table 3.39 above indicatesthatthe majorityof respondents(83%) agreedthat Poorleadership
resultsinprojectfailure,whilst6%disagree.
18. 17
8. Politics.
Table 3.40 Politics
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF8 0% 10% 10% 34% 45% 29
Table 3.340 above indicatesthatthe majorityof respondents(78%) agreedthatpoliticsresultsin
projectfailure,whilst24%disagree.
9. Poor plans and planningprocesses.
Table 3.41 Poor planning
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF9 0% 14% 17% 52% 17% 29
Table 3.41 above indicatesthatthe majorityof respondents(69%) agreedthat poorplansand
planningprocesses resultsinprojectfailure,whilst14% disagree.
10. Misalignment between the project team and the business it serves.
Table 3.42 Misalignment
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF10 0% 21% 24% 45% 10% 29
Table 3.42 above indicatesthatthe majorityof respondents(55%) agreedthat misalignment between
the project team and the business it serves, whilst21% disagree.
11. Inadequate or misusedmethods,processesand procedures.
Table 3.43 Misusedof methods,processesandprocedures
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF11 3% 14% 38% 31% 14% 29
Table 3.43 above indicatesthatthe majorityof respondents(45%) agreedthat inadequate or
misusedmethods,processesandproceduresresultsinprojectfailure,whilst17% disagree.
12. Inadequate communicationin process tracking and reporting.
Table 3.44 Communication
Strongly
disagree
disagree Neitheragree
nor disagree
Agree Strongly agree Total number of
participants
RFF12 0% 3% 0% 52% 45% 29
19. 18
Table 3.44 above indicatesthatthe majorityof respondents(97%) agreedthatthere isaproperplan
whichwill identifyanychange inrequirements, whilst3% disagree.
Section5 – Reasonsfor Failure (RFF1-12) Graph
The above data from RFF1 – RFF12 isnow presentedinaformof graph.
Table 3.45
4.0 Chapter 4: RECOMMENDATIONSAND CONCLUSION
4.1 INTRODUCTION
Followingfromthe analysisof the resultsof thisdissertation,the followingrecommendationsare
put forwardwiththe viewtoaddressthe gapsin the projectmanagement.
Thischapter will summarizeresearchfindingsandwill proposerecommendationstobridge the gap
inTshwane’sinformationtechnologyprojectmanagementapproach.
4.2 WHY PROJECTS FAIL
Typically,projectsfail whentheydonotdeliveronthe schedule,budget,scope andquality
constraints.A keyfactor to consideristhatthere isno one overridingfactortodetermine project
failure orsuccess.Some of the most importantreasonsforfailure are listedbelow:
Lack of User Involvement
0
10
20
30
40
50
60
70
80
90
100
RFF1 RFF2 RFF3 RFF4 RFF5 RFF6 RFF7 RFF8 RFF9 RFF10 RFF11 RFF12
Reasons for failureQ1 - Q12
Strongly disagree disagree Neither agree nor disagree Agree Strongly agree
20. 19
Withoutuserinvolvement,nobodyinthe businessfeelscommittedtoa system, andcan evenbe
opposedto it.If a projectisto be a success,seniormanagementandusersneedtobe involvedfrom
the start and continuallythroughoutthe developmentof the project.Seniormanagementmust
continuouslysupportthe projecttomake itclear to the staff that the projectispriority.
Long or UnrealisticTime Scales
Long timescalesforaprojectgenerallyleadtoa systembeingdeliveredforproductsandservicesno
longerinuse by an organization.The keyrecommendationisthatprojecttimescalesshouldbe short.
Short time scalescouldbe createdbyphasingor separatinglargerprojectssothat theybecome
more manageable.
Many managersare aware of the needforfastdelivery,leadingthe problemof unrealistic
timescales.Thesetime scalesare setwithoutconsideringthe volume of workthatneedstobe
completedtoensure delivery.Asaresult,these systemsare eitherdeliveredlate oronlyhave a
fractionof the facilitiesthatwere required.The recommendationhere istoreview all projectplans
to see if theyare realistic.
Scope Creep
Scope isthe overall view of whatthe systemwill deliver.Scope creepisthe growthinthe scale of a
systemduringthe life of the project.Since all the functionalityof the revisedsystemhastobe
deliveredatone time, projecttimescalesare negativelyimpacted.Scope creepisamanagement
issue closelyrelatedtochange control.Managementmustbe realisticaboutprojectdeliverablesand
time scales.Changestothe projectmustbe closelycontrolledandmonitored.
Lack of a Meaningful Change Control System
Change iscontinuousinbusiness.Itisnot practical to expectnochange inrequirementswhile a
systemisbeingbuilt.However,uncontrolledchangesplayhavocwithasystemunderdevelopment
and have causedmanyprojectfailuresinthe past.Thisresultemphasizesthe advantagesof shorter
timescalesandaphasedapproachto projectmanagement.
PoorlyDefinedProjectOutcomes
Many projectshave highlevel,vague andgenerallypoorlydefinedrequirements.Poorly defined
outcomesleadstodevelopers,havinglittle ornoinputfromthe users,buildingwhattheybelieve is
required,withouthavinganyreal knowledgeof the business.
Inevitably,whenthe systemisdelivered,businessusersare dissatisfiedwiththe projectresults.
Users mustknowwhattheyrequire andmustbe able tomatch projectdeliverableswithbusiness
requirements.Inordertomatch deliverableswithrequirementssuccessfully,usersneedskillsand
training.
Projectmanagersare appointedat the conceptstage of the project.
The most frequentresponsetothisquestionwas“disagree‟.56% respondentsnotedfromtheirpast
experience thatprojectmanagersare notappointedatthe conceptstage of the project.
Thisdelayinappointingaproject managerposesa problematthe veryonsetof the projectas the
projectmanagerisnot fullyconversantwiththe historyorrequirementsof the project,he/she may
not have boughtintothe projectdynamicsandhis/heroverall influence onthe outcomesof the
21. 20
projectisthus limited.The PMIadvocatesthat the projectmanagerbe appointedatthe conceptual
stage of a project.He/she isthe strategistthatformulatesthe managementapproach.The project
charter isdevelopedduringthe conceptstage,andthe projectmanagerbecomesthe custodianof
thischarter forthe life of the project.Hence,his/heracceptance andbuyinfromthe onsetof the
projectiscrucial to projectsuccess.
The appointmentof the projectmanagerat the conceptstage of the project isthe responsibilityof
the client(projectowner).A failure totimeouslymake thisappointmentcouldinhibitproject
success.
The projectmanageris involvedinthe projectselectionprocess.
The most frequentresponsetothisquestionwas“disagree‟.55% respondentsnotedfromtheirpast
experience thatprojectmanagersare notinvolvedinthe projectselectionprocess.
Accordingto ClelandandIreland(2002: page 212), ideally,anorganizationwillselectprojectsthat
alignwiththe strategicgoalsandthat buildoncurrent capability.Eachprojectthatis selectedand
implementedshouldbe abuildingblockthatpromotesthe organization’spurposeandthatpositions
the organizationforan improvedfuture capability.Anyprojectnotalignedwiththe strategicgoals
may detractfrom the organizationspurpose anddelayitsgrowth.
As suggestedbyBurke (2004: page 56), the selectionof the rightprojectforfuture investmentisa
crucial decisionforthe long-termsurvival of acompany.The selection of the wrongprojectmaywell
precipitate projectfailure leadingtocompanyliquidation.
The executionof aprojectwill tie upcompanyresourcesand,as an opportunitycost,the selection
of one projectmaypreclude acompanyfrom pursuinganother(more profitable) project.Therefore,
a processis requiredtoselectandrankprojectsonthe basisof beneficial change toa company.
Typically,the methodstobe employedare:
1. ConstrainedOptimization(mathematical models)
2. BenefitsMeasurement(these includecalculationsof the netpresentvalue,internal rate of
returnand cost benefitanalysis)
PMI recommendsinvolvementof the projectmanagerduringthe projectselectionprocess.His/her
buy-inandcommitmentisinvaluableinestablishingthe businesscase forthe project,developing
the projectcharter,clearlydefiningtangibleprojectobjectivesanddeliverablesand,hence,initiating
the project.Projectsuccesswill be definedbydeliveringonthese tangible objectivesthatare clearly
definedatprojectinitiation.
4.3 DEFINING SUCCESSAND FAILURE
In the realmof projectmanagement,aprojectthat satisfiesall the criteriaof successmaystill carry
the stigmaof failure because of people’sperceptions.Projectfailureismeasuredacrossaspectrum.
On one hand,there are clear failuressuchas:
No value formoneydelivered;
The wrong thingwasdelivered;
The deliverywassolate as to renderthe productuseless;
The product qualitywassopoor as to make the product useless;
The projectcost much more than wasplannedmakingthe productfinanciallynotviable.
22. 21
Each of these clearfailurescanbe seenalongaspectrummovingfromcomplete failure tocomplete
success.To avoidthe perceptionof failure,it’snotenoughtosucceed –but it’sa start. Definingthe
boundariesof the projectwell,couldalleviatethe perceptionof failure,throughthe following:
Whenthe projectstarts and ends;
Prescribingthe budget;
Clearlydefininggoalsanddeliverables;
Identifyingstakeholdersandwhatbenefits theyexpect;
Definingwhatlevel of qualityisrequiredandhow qualitywill be measured;
The change control processmustbe well definedandexecuted;
Finally,there shouldbe ongoingcommunicationtostakeholdersandotherinterestedpartiesto
buildanappropriate level of expectationonaprojectwithwell-definedboundaries.The project
mustdeliverwithinboundariesandmeetorexceedexpectationsthatwere set.
4.4 ROLES AND RESPONSIBILITIES OF THE PROJECT MANAGER
As suggestedbyPMBOKGuide (2004), the role of the projectmanagerencompassesmanyactivities
including:
PlanningandDefiningScope;
ActivityPlanningandSequencing;
Resource Planning;
DevelopingSchedules;
Time Estimating;
Cost Estimating;
DevelopingaBudget;
ControllingQuality;
Managing RisksandIssues;
CreatingChartsand Schedules;
RiskAnalysis;
BenefitsRealization;
Documentation;
Team Leadership;
StrategicInfluencing;and
CustomerLiaison.
Runninga successful projectrequiresahighdegree of stakeholdermanagement.A stakeholderis
anyone whohasan interestinthe projectorwill be affectedbyitsdeliverablesoroutput.Itis
importantto understandthe valuesandissuesthatstakeholdershave inordertoaddressthemand
keepeveryoneonboardforthe durationof the project.Thisiseffectedthrough:
SettingGoalsandObjectives
Involve stakeholdersincreatingasetof realisticgoalsandobjectives.Stakeholdersare notalways
keentoparticipate butengagingthematthisearlystage of the projectwill help ensuresuccess.
Stakeholdersare mostlikelytobe activelyengagedbyasetof goalsand objectivesaimedat
improvingbusinessperformance andtherebytake aninterestinthe project.
AgreeingDeliverables
23. 22
All projectsneedaclearsetof deliverables aimedatachievingthe projectgoalsandobjectives.
These deliverablesshouldbe communicatedclearlytothe stakeholdersandeffortsmade toensure
that there isa clear understandingregardingthe qualityandcompositionof eachdeliverable.In
orderto achieve success,prototypesandsamplescanbe preparedtoavoidmisunderstandingsor
disappointmentlater.
CommunicatingInformation
Once the projectis runningthere are twogroupsof people whoneedtobe keptinformedof
progress,the projectteamandthe stakeholders. The mosteffectivewayof communicatingprogress
isvia regularprogressreports.The reportsforma useful recordof the projectand can be e-mailed
to all relevantpartiesand/orplacedinacentral repositorytowhicheveryonehasaccess.
Accordingto ClelandandIreland(2002),a projectmanagermust have the followingskillsto
succeed:
Leadership - inspiringotherstocreate a visionandstrive toachieve the goals;
Good communication - abilitytoprovide valuable informationrelatedtothe projectstatusin
a timelyandeffective manner;
Negotiationskills - maintainingrelationshipswithpeople whoare involvedinthe project;
Conflictresolutionskills - assistinginresolutionof anyprojectconflictssothatthe project
teammembersall feel partof the processand wantto remaininvolvedinthe project;
Relationshipmanagement - capable of workingwithall levelswithinthe organizationby
buildingrelationshipswiththem.
Listeningskills - usinggoodlisteningskillstotrulyhearand try to understandwhatotherson
the projectare tryingto say;
Morris and Hough(2003) assistinidentifyingotherskillsprojectmanagersneedtobe effective.
These include:
To manage,motivate andorganize people;
Vision- understandingwhatneedstobe done andhow to getit done;
Flexibility - capable of changingtofitthe situationforthe goodof the project;
Abilitytoinfluence withouthavingauthority;
"The projectmanageris the catalyst,the initiatorwholiftsthe entire projectandputsitintomotion"
accordingto Heldman(2002: page 30). He also stated"energyandattitude givesthe project
managerpower."Leadershipiscrucial fora projectmanagerwhomustmotivate people whoare on
the projectteamsand infunctional departments.
4.5 AREAS FOR FURTHER RESEARCH
The researchconductedprovedtobe bothvalidandreliable.Responsesreceivedwere consistent
and reputable.The researchachievedthe objectivesthatitsetoutto achieve. Furtherresearchcan
be undertaken toinvestigatethe reasonsforfailure of community-basedInformationtechnology
projectsona regional andnational basis.Thisstudyformsagoodbaseline forfuture research.
24. 23
4.6 REFERENCES
Bailey,E.P.1987. Writing research papers:a practical guide.New York:Holt
Creswel,J.W.2012. Educational Research:Planning,ConductingandEvaluatingQualitativeand
Quantitative Research.4
th
edition.Boston:PearsonEducation,Inc.
Cooper,D.& Schindler,P.2001, Research Methodology.7thed.New York:McGraw
Hill
Cookerman,J.Jan/Feb2005. IdentifyingBusinessNeedsforSuccess.Proquest
InformationandLearning,Pgs40-44
ProjectManagementInstitute.2004, A Guide to the ProjectManagementBody of
Knowledge. 3rdedition.NewYork:ProjectManagementInstitute Inc
Chin,P.2003. Why IT projectsFail [Online].Available:
http://itmanagement.earthweb.com/print.php/2201981 [31 May 2011].
Creating Valuein ProjectManagementUsing PRINCE2.2010. [Online].Available:
http://www.prince2.com/downloads/CreatingValueInProjectManagementUsingPrince2.p
df [15 March 2011].
Dalcher,D. 2009. Software ProjectSuccess:MovingBeyondFailure. TheEuropean
Journalforthe InformaticsProfessional, x(5):43-50.
Holt,M. 2003. Butler Group Review JournalArticle.Why do so many IT projectsfail?
[Online].Available:http://www.brett-tech.com/Downloads/itprojectfailures.pdf [31May
2011].
IT Governance Institute (ITGI).2008. Enterprise Value:Governance of ITinvestments,
GettingStartedwithValue Management[Online].Available:
http://www.isaca.org/Knowledge-Center/Val-IT-IT-Value-Delivery-/Documents/Val-ITGetting-
Started-Jul-2008.pdf [21 March 2011].
25. 24
4.7 APPENDIX
Appendix 1:ResearchQuestionnaire
SUBJECT INFORMATIONLETTER FOR PARTICIPANTS
Dear Participant
I am currently studying towards a BACCALAUREUS TECHNOLOGIAE degree in Business Information
Systems.Forthe purposesof mystudy,I intendtocarry out researchintothe factors contributing to
projectfailure within City of Tshwane Municipality. The investigation requires the completion of a
questionnaire by interested employees. Kindly note that by responding to the questionnaire, you
would not only be making a valuable contribution to this research, but also provide invaluable
insight into the deterrents to project success within the city.
It would therefore be appreciated if you would complete the attached questionnaires. Your
individual responses are of importance to this research so therefore please do not consult with
colleagues. The completion this questionnaire should not take more than 15 minutes.
You are assured of the confidentiality of your responses. Responses may be anonymous and your
name is notrequiredonthe questionnaire.Yourparticipationis voluntary and you may withdraw at
any time withoutgiving any reasons. Kindly send back the completed questionnaire into my email
address (Remember.Mathebula@webmail.co.za) by no later than 15th October 2015.
Thank youfor yourco-operationandthe time thatyouhave set aside forthisresearch.
Yours faithfully
RememberMathebula
ResearchSupervisor:Mr. MakgopelaMM
Headof subject:Departmentof
Informatics:TUT
084 029 6604 / 079 329 7387
26. 25
I the undersignedagree toparticipate inthisresearch
____________________
Respondentsignature
Instructions:Pleaseuse the five-pointscale (shownbelow) torespondtothe questions.Fill ina
cross inthe box withthe numberthatcorrespondswithyourview.
Example usingthe 5 PointLikertScale
Strongly Disagree
Neither
Agree Agree Strongly
Disagree
Nor
Disagree Agree
1 2 3 4 5
Eg 1
Projectoutcomesgenerallymeetthe client's
business
x
requirements
Eg 2
ProjectsuccessisentirelywithinCityof
Tshwane’scontrol x
Section1 - Strategic Alignment
1
Projectsare selectedinline withbusiness
goals
2
Projectoutcomes are generallyaligned with
business
goals
3
Requirementsare clearlydefinedfromthe
beginning
4
Use of Work breakdownstructure(WBS),
Networkactivitywhenplanningaproject
5
Projectoutcomesare clearlydefinedbythe
client
6
The client determines project success by
measuring
projectoutcomes
Strongly Disagree
Neither
Agree Agree Strongly
Disagree
Nor
Disagree Agree
1 2 3 4 5
Section2 - ProjectSelection
1
Project managers are appointed at the concept
stage of
the project
2
The projectmanageris involved inthe project
selection
27. 26
process
3
Project results have a strategic fit in the
design and
executionof future productsandservices
4
Projectsare selectedinline withbusiness
growthand
expansionstrategies
5
The principles of project management are
applied
uniformlyirrespective of the size of the
project
Section3 - ProjectOutcomes
1
The project usually satisfies the business
operational
requirements
2
Project deliverables are generally produced on
time and
withinbudget
3
The business owners usually believe that the
project was
successful
4
Projectsalwaysdeliverthe businessvalue it
promises
5
The time, cost, quality and scope constraints
are usually
managedas planned
6
Projects ultimately provide satisfactory
return on
investmenttothe customer
Section4 – ProjectAnalysis
1 Clientsclearlydefinedthe businesscase
2
The stakeholdershave knowledge aboutthe
project
3
The stakeholdershave agoodcommunication
skills
4
All the functional requirementsof the system
gatheredat the beginning
5
The clienthave a betterunderstandabout
whathe/she needs
6
Are there software toolsusedinplanningand
managementof requirements
7
The goals andobjectivesare alwayswithinthe
projectscope
8 Will the employeesacceptthe change
9
The projectsolutionalwaysmeetthe business
needs
10 There isa properplanwhichwill identifyany
28. 27
change in requirements
Section5 - Reasonsfor failure
1 Lack of userinvolvement
2 Long or unrealistictimescales
3
Failure to adequately identify, document
and track
requirements
4 Scope creep
5 No formal change control system
6
Inadequately trained or inexperienced project
managers
7 Poorleadershipatanyand all levels
8 Politics
9 Poorplansand planningprocesses
10
Misalignment between the project team and the
business
it serves
11
Inadequate or misused methods,
processes and
procedures
12
Inadequate communication in process
tracking and
reporting
Thanks for your time and contribution in the study. Wishyou the bestin your work.