A Cautionary Tale of Project Mismanagement and Leadership
Written on
Understanding the Project's Downfall
Initially, I was unaware of the project's deteriorating status. My involvement stemmed from a desire to assist a friend who was struggling with management duties after the previous project manager left.
My initial commitment was to oversee the implementation of new ERP systems for a few weeks during the go-live phase. However, this quickly became an unrealistic expectation.
As I delved deeper into the project's realities, it became evident that the IT Director lacked a full understanding of the situation. He seemed overwhelmed and under significant pressure. The prospect of launching the project within a few weeks—or even by the year's end—was clearly unfeasible. Consequently, the IT Director was dismissed, and I was appointed to take charge.
Section 1.1 An Unexpected Challenge
The CEO and CFO requested that I develop a comprehensive plan detailing the timeline based on my findings. I prepared a high-level outline and presented it during a call with our European parent company.
I projected an additional 20 to 24 months of work, emphasizing that we would need to expand our project team significantly as it was critically understaffed.
After the meeting, the CFO discreetly advised me never to display that Gantt chart again and to avoid discussing the project timeline beyond the current year. I insisted that launching the system by year-end was impossible.
Subsection 1.1.1 New Directions
Section 1.2 A Shift in Strategy
A new vendor was introduced for the implementation, and my communication with the European parent company ceased. Shortly after, I was let go. They expressed gratitude for my honesty, yet the termination was still a shock.
Despite my departure, I maintained contact with the team throughout the project's duration.
Chapter 2 The Long Road to Go-Live
How long do you think it took for the system to finally launch?
Your guess might be that it took considerably longer than expected. In reality, it took an additional 30 months before the system was operational.
Can you estimate the costs incurred during this extended timeline? Interestingly, the CEO and CFO who oversaw this project are no longer part of the company.
The first video highlights the top 10 reasons for project failure, providing valuable insights into the common pitfalls that can lead to a project's demise.
The second video discusses five key causes of project failure, further emphasizing the importance of understanding and addressing these issues for successful project management.