Every project begins with the best of intentions: a compelling business case, a capable team, and the promise of positive impact. Yet, despite the billions spent annually on project delivery across industries, failure remains a persistent and costly reality. In fact, leading studies from the Project Management Institute (PMI), McKinsey & Company, and Harvard Business Review suggest that more than 70% of projects fail to meet one or more key criteria—scope, budget, time, or stakeholder satisfaction.
But why? Why do projects—despite rigorous methodologies, sophisticated tools, and well-trained professionals—so often go off the rails?
This series, Why Projects Fail, aims to explore this question in depth.
Drawing on empirical research from top consulting firms, academic thought leaders, and the world’s leading project management institutions (including PMI, PMBOK-aligned bodies, MIT, Stanford, Oxford, and INSEAD), we will unpack 25 of the most common causes of project failure—starting with the most impactful: unclear goals and objectives.
Leading Causes of Why Projects Fail
Each post in this series will:
- Examine the root causes behind each failure factor.
- Offer insights from leading research and global best practices.
- Include real-world examples of both failure and recovery.
- Provide practical recommendations for project leaders, sponsors, and delivery teams.
Our goal is not just to diagnose, but to equip you with frameworks and foresight to dramatically improve project performance—whether you’re managing a $500k transformation or a $5B capital works program.
A Preview of the Top Challenges
In our analysis of project failure drivers, some issues appear frequently across geographies and sectors:
- Unclear Goals and Objectives – The most cited root cause of failure.
- Poor Planning and Communication – Even experienced teams stumble without coherent plans.
- Lack of Stakeholder Engagement – Projects built without alignment are doomed from the start.
- Scope Creep and Unrealistic Deadlines – Often driven by optimism bias or pressure from above.
These are not new problems—but the complexity of today’s business environment means they are now harder to manage than ever before.
Who This Series Is For
This series is designed for:
- Project Directors and Senior Executives accountable for delivery.
- CFOs and COOs seeking assurance and capital return.
- Transformation Leaders navigating large-scale change.
- Project Managers, PMO leaders, and contract administrators pursuing continuous improvement.
- And anyone who cares about the art and science of delivering what was promised.
The Series in Full
- Unclear Goals and Objectives
- Poor Planning
- Inadequate Communication
- Lack of Stakeholder Engagement
- Scope Creep
- Unrealistic Deadlines
- Inadequate Budgeting
- Weak Risk Management
- Poor Leadership
- Lack of Resources
- Low Team Motivation
- Poor Change Management
- No Project Ownership
- Ineffective Tools and Technology
- Inaccurate Time Estimates
- Resistance to Change
- Lack of Training
- Ambiguous Roles and Responsibilities
- Poor Quality Control
- Conflicting Priorities
- Vendor or Partner Issues
- Inconsistent Monitoring
- Misaligned Team Goals
- Lack of Executive Support
- Ineffective Decision-Making
In the posts that follow, we will begin with “Unclear Goals and Objectives”—exploring why setting the right direction is the single most critical determinant of project success or failure.
Stay tuned. Subscribe. And let’s start turning failure into foresight.
Missed out on the over all series?
Murray Slatter
Strategy, Growth, and Transformation Consultant: Book time to meet with me here!
