Faculy Marked Assignment No. 3: Mechanical Engineering Department

Republic of the Philippines
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

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COLLEGE OF ENGINEERING CERTIFICATENUMBER
MECHANICAL ENGINEERING DEPARTMENT AJA18-0190
FACULY MARKED ASSIGNMENT NO. 3

COMMON CAUSES OF PROJECT FAILURE AND MITIGATION STRATEGIES
Submitted by:
GROUP 2
Antonio, Renato Miguel D.
Aron, Vincezar C.
Burgos, John Adrian I.
Castillo, Zepheus M.
Cleofe, Isiah Jiego B.
Cruz, Vincent Kristoffer D.
Domingo, Ralph Francis L.
Granada, Joshua P.
Nabos, Fritz Gerald A.
Nevalga, Cian Michael R.
Paguagan, John Kenneth P.
BSME 3-1
PUP NDC Compound, Anonas Street, Sta. Mesa, Manila 1016 Direct Line: 716-6273
Website: www.pup.edu.ph | Email: [email protected]
THE COUNTRY’S 1st POLYTECHNICU

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1. Lack of clear links between the project and the organization’s key strategic
priorities,
• Make sure to know how the priority of this project compares and aligns with our
other delivery and operational activities.
• Make sure to have a clear project plan that covers the full period of the planned
delivery and all business changes required and indicates the means of benefits
realization.
• Make sure the project founded upon realistic timescales, considering statutory
lead-times, and showing critical dependencies such that any delays can be
handled.
2. Lack of clear senior management and the higher-level ownership and

leadership.
• Make sure the project management team have a clear view of the
interdependencies between projects, the benefits, and the criteria against which
success will be judged.
• The decisions must be made early, decisively, and adhered to, to facilitate
successful delivery.
• Make sure the project have the necessary approval to proceed from its nominated
Oversight Manager either directly or through delegated authority to a designated
Senior Responsible Owner (SRO).
3. Lack of effective engagement with stakeholders.
• If your stakeholder has a high level of influence in the project but not as much
interest, they should be kept satisfied, which means they need regular updates
and their feedback is important.
• A stakeholder with both a high level of influence and interest needs to be managed
closely. That means meeting with them more than the group that is in the “keep
satisfied” category, and their feedback is also critical to any decision-making.
• Those who are lower in influence and higher in interest tend to be your customer
base. They need updates on progress, too, but not with the frequency of the
“manage closely” and “keep satisfied” groups. Those who are low on both influence
and interest need monitoring, of course, but probably only need to be informed of
big steps in the project.
4. Lack of skills and proven approach to project management and risk

management.
• Proactively engaging with clients during the planning phase can help you get their
exact requirements as well as understand their expectations. Additionally, planning
your resource and talent usage accurately is also key. It’s also important to not
take up ad-hoc change requests during project execution as this can result in
delays and added costs. Stick to the initial plan.

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• Project managers nowadays often rely on various collaborative and project

management software available in the market in order to ensure that everyone
stays updated. These collaborative tools not only make it easier for managers to
carry on their duties but also ensure greater transparency in projects and
accountability within the team. This is achieved through features such as
contextual comments and priority assignment capabilities. Additionally, regular,
short stand-up meetings a few times weekly can go a long way in preventing
miscommunication.
• It is absolutely necessary to adopt a proper budgeting procedure and make
realistic assumptions to avoid cost overruns. Planning the project scope must be
done keeping in mind the budget in hand so that we can keep track of budget
limitations which could threaten the very success of the project. A project manager
should make it a habit of documenting like everywhere else in project
management.
• A chain is as strong as its weakest link and in the case of project teams,
performance highly depends on their individual skill levels. As a project manager,
you can create the most ideal environment but if the team does not possess the
necessary skills to tackle the problem at hand, your project is bound to fail. This is
a huge project management problem that can only be solved with proper
experience and foresight. Effective project managers pre-determine the needed
project management skills and competencies and assess the available workforce
to determine whether t additional staff and skillsets are required or not.
• An effective project initiation document will deal with the needs of the project and
the resources required to accomplish it. These resources include the human skill
component as well. The project plan will further build upon the groundwork of the
initiation documents.
• Having the foresight to identify potential ‘what if’ scenarios and making up
contingency plans is an important aspect of project management. Projects rarely
go exactly as planned because there are so many variables that can create
unlimited possibilities. It is the job of every project manager to come up with
alternate plans that the team may adopt if the project begins to spiral out of control.
Having a project risk management system helps in identifying the types of risks
and mitigating them. Having a contingency plan in place is critical. This plan should
identify all risks that the course of action to be taken if they materialize
5. Lack of understanding of, and contact with, the supply industry at senior levels
in the organization.
• Making sure the supply industry partners understand and agrees that the approach
of the project is achievable.
• Making a clear strategy for engaging the supply industry partner for a long-term
relationship. Having this relationship with a supply industry partner would increase
the quality of the supplies needed and decreases the pricing.
• Having constant communication and comprehension with the supply industry
partner should be prioritized. Complying and negotiating with the supply industry
partners are important to achieve the project’s demands and needs in compliance
with the partner.

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6. Too little attention to breaking development and implementation into

manageable steps.
• Make sure the approach has been tested to ensure it is appropriate in the scope
of the project. Making sure that the approach towards making manageable steps
to be as efficient as possible.
• Allow sufficient allocated time for each step to attain high quality work. Providing
ample time for each step would lead to better quality of work and attention.
• Make sure the time allocated would be just enough and not over the timed needed
for an efficient workflow. Allocating inadequate time would cause the project to
prolong therefore affecting the financial aspect of the project.
7. Evaluation of proposals driven by initial price rather than long-term value of

money (especially securing business benefits).
• Managers must consider the long-term consequences of short-term cost rises and
be inventive in devising strategies to gain a competitive edge by limiting the impact
of inflationary cost pressures on the company's strategy.
• The company must analyze the impact of growing cost pressures on its growth
goals and market share possibilities.
• A company considers how future cost increases will affect both the operational and
capital sides of the production equation. Unless the company's development
prospects are positive despite inflation, or unless the industry has immature
technology and "breakthroughs" can take away certain sources of growing
expenses, it will have to consider harvesting or divesting.
8. Lack of understanding of and contract with supply industry at senior levels in

the organization.
• It is necessary to have a detailed description or specification of what your company

demands.
• Procurement experts must constantly monitor suppliers in addition to the normal
procurement process to verify that all delivery demands and criteria are satisfied.
Begin with small steps, with timeframes in place and quality agreed upon. To put
it another way, have a regular supply review, talk about important performance
KPIs, and come up with action and improvement suggestions.
• Develop a clear, fair, and well-implemented approach to formal contracts.
Business is business, and it should be done with proper agreements, no matter
how difficult the process may be. Regardless of how big or little the provider is, it
should be done.
• Utilize procurement processes and leadership concepts to create a transparent
and compelling business process.

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9. Lack of effective project team integration between client, the supplier, and the
supply chain.
• Facilitate inter-firm interactions, create mutual advantages, and develop

confidence at key supply chain interfaces (key interface: client/contractor,
consultant/contractor, contractor/subcontractor, contractor/suppliers, etc.) in order
to achieve higher degrees of supply chain integration.
• It's critical to remove the deep-rooted obstacles of conventional relationships and
the adversarial culture in construction practice and replace them with a change
management framework that makes supply chain management easier to execute
at the operational level.
• The following are essential components of a properly integrated supply chain:
Changes in corporate cultures; trust and communication among all parties
involved; information/knowledge sharing; supplier evaluation for the supplier
development process; and sharing shared waste reduction and efficiency goals.

Faculy Marked Assignment No. 3: Mechanical Engineering Department

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Republic of the Philippines

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

FACULY MARKED ASSIGNMENT NO. 3

THE COUNTRY’S 1st POLYTECHNICU

2. Lack of clear senior management and the higher-level ownership and

4. Lack of skills and proven approach to project management and risk

THE COUNTRY’S 1st POLYTECHNICU

• Project managers nowadays often rely on various collaborative and project

THE COUNTRY’S 1st POLYTECHNICU

6. Too little attention to breaking development and implementation into

7. Evaluation of proposals driven by initial price rather than long-term value of

8. Lack of understanding of and contract with supply industry at senior levels in

• It is necessary to have a detailed description or specification of what your company

THE COUNTRY’S 1st POLYTECHNICU

• Facilitate inter-firm interactions, create mutual advantages, and develop

THE COUNTRY’S 1st POLYTECHNICU

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