Abstract
M.Ing. (Engineering Management)
The Bull survey of 1998 [1]; conducted by Spike Cavell in the UK was used to
identify major causes of IT project failures. The survey showed that failures due to
missed deadlines accounted for 75% and the inability to meet project requirements
accounted for 37% of the failures. The failures were mainly due to requirement
changes during the project. Project requirements are laid out during scope planning
phase of project management life cycle and all risks are assumed to be known
during the planning phase of the project [2], [3], [13].
The project management process involves a finite number of key life cycle
management phases from initiation to closure [2]. The project management body of
knowledge (PMBoK) states that every project is managed by the project
management triangle the relationship between scope, time and cost [43]. Changes in
the project management triangle may cause failure to the project [15]. Projects are
considered to be unique endeavours [43]; and using a “one size fits all” approach to
find a solution to solve project failure will be impossible [39]. This presents a
significant challenge; developing a framework to limit project failures which will
widely be applicable to projects.
The research study will apply a well-developed concept of agile project management
to an organisation that is experiencing high project failure rates to determine if agile
principles may be used to reduce project failures. The research will also look at the
factors affecting the adoption of agile principles in large organisations. Specifically
the research will look at the effects of the environment that the organisation operates
in and the effects of the organisational structure. Action research is chosen as the
research methodology in order to understand and improve the inefficiencies within
the organisation. This gives a practical account for any organisation and adds to the
project management body of knowledge.