| dc.description.abstract | Many organisations have embraced the concept of projects as a mechanism for delivering
strategic objectives. The work of a project is transient with a defined beginning and end.
This conceptual study paper is primarily a literature review in project management with the
objective of identifying causes of project failures and research gaps in the area.
Project success has traditionally been defined in terms of completing the project within
time, cost and quality. However, current thinking is that apart from time, cost and quality
dimensions, a successful project must also create value to the organisation and
stakeholders.
The study found that although most activities are being organised in terms of projects, the
project failure rate is quite high. In most organisations, project failure may be attributed to
lack of stakeholders' involvement, poor project planning, inadequate communication, lack
of executive support, lack of adequate resources, scope creep, poorly defined requirements,
unrealistic budgets and lack of control. In addition, use of inappropriate project
methodology and organisation structure contributes towards project failure.
The study identified the need for empirical research to identify and rank causes of project
failures in Kenya. In addition, although the issue of leadership is one of the most
researched areas in behavioural sciences there is need for an empirical study on the
relationship between project performance and leadership style, project characteristics and
project manager competence. Further, an empirical study on the relationship between
various stakeholders and project success should be undertaken. | en |
