Chapter 15
Why Good Projects Fail Anyway
A summary of the full-length HBR article by Nadim F. Matta and Ronald N. Ashkenas, highlighting key ideas.
THE IDEA IN BRIEF
Big projects fail at an astonishing rate—well over half, by some estimates. Why are efforts involving many people working over extended periods of time so problematic? Traditional project planning carries three serious risks:
- White space: Planners leave gaps in the project plan by failing to anticipate all the project’s required activities and work streams.
- Execution: Project team members fail to carry out designated activities properly.
- Integration: Team members execute all tasks flawlessly—on time and within budget—but don’t knit all the project pieces together at the end. The ...
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