Project management aims to deliver successful projects, yet statistics reveal that over 60% fail to meet their objectives. This high failure rate often prompts the question of why so many projects do not succeed. Common discourse in the field, influenced by countless studies and expert opinions, usually revolves around two main causes: technology and human factors.
From my extensive experience, including a significant role in the RM 6 billion New Generation Patrol Vessel (NGPV) project from 2000 to 2014, it has become evident that human factors predominantly drive project failures. This view is supported by over 80% of participants in my project management courses, who also identify human elements as the primary hurdle. The insights of Zachary Wong in his book ‘Human Factors in Project Management’ resonate with this perspective, underscoring the crucial impact of human dynamics in project settings.
Research consistently shows that human factors are fundamental to project outcomes, yet assimilating this knowledge into actionable strategies remains a challenge. The concept of ‘Intellectual Obesity’—an overload of information without sufficient application—hinders effective change. Recent trends, such as PMI’s 2023 ‘Pulse of the Profession’ report, emphasize the importance of Power Skills (formerly known as Soft Skills), highlighting their critical role in enhancing the behavioral competencies of project management teams to improve project performance. This shift marks a vital recognition of the need to focus on and develop these skills to better manage and sustain project success.
