Reducing I.T. Project Management Failures: Early Empirical Results

Abstract

Failures rates of Information Technology (I.T.) projects remain high, even after decades of efforts to reduce them. Most efforts to improve project success have focused on variations within the traditional project management paradigm, such as advanced by the Project Management Body Of Knowledge (PMBOK). This paper reports on early empirical results into project (management) success or failure factors stemming from the traditional paradigm as well as from Value-Driven Change Leadership (VDCL). The early results points to several success factors stemming from the traditional project management paradigm as well as from VDCL.