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No

matter how successful the


organization is, it is bound to make a
mistake
Where there is a failure there is potential
for learning

To

manage the project without regard for


the organizations external, internal
environment including project stake
holders.

DHABOL CASE

When

a company pushes a new


technology the company cut corners ,
safety factors or make quality trade offs

TEREDYNE JAGUAR

CASE

Successful

project managers are those who are

best able to adapt to the new situation with


flexibility, look for opportunities and bring
their projects back up to spend rapidly
Managers

who spend time doing the What if

scenarios are more successful than managers


who operate reactively

A&D CASE

Fix

the problem not the blame

Allowing

new projects to remain in a


holding pattern indefinitely

Feasibility

study is required for a project


to be successful
Euro-tunnels failure to generate revenue

HANDSTAR CASE

To recognize the circumstances when its no longer


sensible to continue

Ego and personal stake in the project

Throwing money at a sinking project will not buy success

Willingness to acknowledge an error is required

Eg: AT&Ts admission that its $7.5 billion investment in


acquiring NCR corporation was a mistake

TURNER

CONSTRUCTION CASE how to solve

Large

corporations, loaded with layers of

oversight and bureaucracy, are increasingly


becoming some of the worst settings for
achieving cutting-edge innovation
Some

of the big spending innovations never

found their way to the market

Inclination

to sweep the whole failed project

under the rug and move on as though nothing


has happened.
Mistakes

are a natural side effect of many new

ventures. Learning from them, is a trait much


more difficult to acquire

Willingness

to sacrifice money in exchange for

schedule, and vice versa


Balancing

acts among rival demands

Implications

of crashing the project

Need

to reshape strategic focus

Political

decision-making is often at the

expense of overall organizational effectiveness

Weak

leaders are unhelpful and


counterproductive
Good project leader is the one who has
to marshaling the resources , motivating
team personnel

Failure is often a by-product of risky ventures

Projects upset the status quo of organizations

Past failures need not discourage us from future efforts

Two natural reactions from project managers in sight of


failure
To brush aside with as little thought as possible
To become so focused on failure that it handcuffs an

organization from taking new steps

There are lessons to be learnt from failure- if only we are


willing to learn