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Whether they’re late, over budget or failing to deliver on key objectives, there is a wide range of ways that engineering projects can go astray, and an equally wide range of underlying reasons why these shortcomings can occur.
Due to the complex and multi-faceted nature of engineering projects, a team could have all of the technical skills, resources and experience required to take on a task, but still fail due to problems such as unexpected challenges, team issues or individual error. A project manager must be flexible and dynamic to deal with these challenges, as well as having a strong team around them, able to overcome complications and mobilise behind overall project success.
Here, we’ve listed seven of the most endemic reasons that projects go astray, as well as highlighting the best way to prepare for, adapt to and ultimately overcome these challenges. Alongside each, we’ve highlighted examples from one of the most reported project management failures in recent years, that of the NASA Mars Climate Orbiter Mission (otherwise known as the “Mars Probe”) of 1999.
This famous failure in unmanned space exploration occurred due to a small individual error in miscalculation, but was attributed above all to a lack of leadership. This led to the craft passing far too close to the red planet and being incinerated by the heat of its atmosphere.
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Failure to focus on key objectives
Many projects go off course due to manager failing to ensure that every team member works with key objectives and deliverables in mind. While it is important that individuals know their own role within a team, they must also keep a strong focus on how their actions will contribute to project success. Should they feel concerned about the project’s outcomes, they should feel obliged to report these concerns.
A report from the Mars Climate Orbiter Mishap Investigation Board found that a key factor to the mission’s failure was that managers “did not adequately instil a mission-success culture” within all team members. This meant that individuals didn’t raise concerns that they had with the project’s key objectives in mind, and significant risks went unreported.
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Failure to determine responsibility
Projects often fail because individuals are unable to understand or take ownership of their own responsibilities. This often occurs as a result of those leading the project delivering confusing or changing instructions to team members. When planning all projects, managers must ensure that roles and responsibilities are carefully delegated, and that they’re clearly communicated to individuals.
Following the failed mission, the Mars Climate Orbiter Mishap Investigation Board reported that roles were not adequately defined, meaning that key responsibilities were often unclear. This meant that team members on occasion declined to report key problems, feeling that they were not responsible for their solution.
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Communication breakdowns
Communication breakdowns within a project can lead to misunderstandings of progress, roles and key issues, as well as important tasks failing to be properly integrated. Within smooth running projects, managers ensure that lines of communication are open in all directions, and that key developments are documented appropriately. This allows all key deliverables, feedback, developments and possible complications to be openly shared.
A lack of inter-team communication was a key feature of the Mars Probe’s failure, meaning that necessary levels of cooperation became impossible. The lack of management in handover procedures meant that important information was often not accessible to those who could act upon it. Crucially, the disparity in measurements used by different teams (with one working in metric units and one in English units) was never identified or acted upon by project leaders.
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Incomplete planning
Incomplete or erroneous planning can also mean the downfall of a project. Equipment available and budget must be planned from the outset, and schedules set using tools such as Gantt charts. What’s more, contingency plans must exist as a backup in all cases. Additionally, risk management tools such as risk registers should identify possible problem areas, and thorough briefing should ensure that individuals understand plans for the project’s completion.
Compounding issues in funding and staffing within the Mars Climate Orbiter mission, the Mishap Investigation Board also commented that “the project management team appeared more focused on meeting mission cost and schedule objectives and did not adequately focus on mission risk”. Planning for mission success above all else would have avoided this short-sighted approach.
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Skills shortages
If individuals within a project are not equipped with the skills needed to carry out their role, or teams within the project are short-staffed, it is very unlikely that tasks will be completed to the level of quality required. When planning every project, it is essential that a project manager has enough well-trained individuals to guarantee success.
As well as being critically understaffed, the Mars Climate Orbiter Mission was carried out in part by individuals who were not sufficiently trained before the mission began. Compounding this, where inexperienced operatives were used, more senior specialists were not recruited to mentor and support them.
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Insufficient processes
Failing to thoroughly organise the processes necessary for the success of a project can quickly lead to its failure. Engineering projects integrate a variety of complex processes; each of these must be fully planned in order to ensure a project is completed successfully. What’s more, creating comprehensive contingency plans also minimises the risk of projects going astray.
Poorly designed processes were another key cause of the Mars Climate Orbiter project’s failure. There was little discipline in processes used throughout the project’s development and – in particular – the transition from development to operations was not made part of a comprehensive process. This meant that the root causes of the satellite’s burnout went wholly unknown to those who could have prevented it.
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Lack of sufficiently effective project governance
A lack of effective governance from senior managers can also lead to projects going astray, as they fail to aid leaders at necessary times during the organisation and implementation of their projects. Those governing a project will delegate responsibility for a project to the project manager, but they should also play a role in ensuring that the right projects are selected, and that these projects are well-managed. There will sometimes be conflicting demands between projects (for instance overuse of scarce resources) which require input from them. A project manager needs to be able to escalate issues to their Project Sponsor or Project Review Board, receive clear direction from them, and obtain timely decisions on important things outside of the project managers remit.
Leading projects trainer
Trainer Steve Kendall has over 25 years’ management experience, including 15 years in a consultancy, training and coaching role.
He has successfully worked with many leading organisations in diverse sectors such as Technology (NEC, Sharp, RM, Elekta, Plantronics, e2v), Retail (Marks & Spencer, John Lewis/Waitrose), and Financial Services (ABN Amro, HBOS, Fidelity Investments). Steve is passionate about helping businesses to improve their performance and has a special interest in the management of change via a project-based approach, and fast-track projects (Time-to-Market reduction in particular).
Initially, Steve worked in the electronics industry, in telecoms and then computing, where he was responsible for new product developments. This involved the management of large cross functional change projects, the rapid introduction of new technology, and intense cost competitiveness.
Areas of Expertise:
Education and training:
- BSc Electrical Engineering
- MSc Telecommunications
- Chartered Engineer
- PRINCE2 Practitioner qualified
- Approved trainer for CIPD and APM
Professional Membership:
- Member of the Association for Project Management
- Member of the Institution of Engineering and Technology
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