What is it about?
Many projects around the world end up failing, and often we wonder, "Why didn't someone stop it sooner?" In our study, we looked into whether personal biases influence a project manager's choice to keep a failing project going. We set up an experiment with 16 participants, all of whom were project managers. They were given different scenarios and situations, some without bias and some with it. Interestingly, the project managers who showed better skills in risk management made better decisions overall. We also found that having a certification doesn't necessarily mean better decision-making, as some non-certified managers outperformed their certified counterparts.
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Why is it important?
While many studies have touched upon why projects fail, our study specifically investigates the human factor and potential biases at play in such decisions. In a time where every project's success is crucial to businesses, our findings shed light on the importance of competence over mere certifications. Understanding these nuances can be a game-changer for organizations when selecting or training their project management staff.
Perspectives
This study was particularly enlightening for me. Often, in the professional world, we place a lot of weight on certifications, thinking they're a clear indication of one's capabilities. However, our research highlighted that real-world competence, the ability to make sound decisions under pressure, might carry more weight. This is a wake-up call for industries and professionals alike to prioritize practical skill development and to be aware of biases that can cloud judgment.
Assoc. Prof. Narasimha Rao Vajjhala
University of New York at Tirana
Read the Original
This page is a summary of: How Bias Impacted the Project Manager Decision to Not Terminate a Failing Project, International Journal of Information Technology Project Management, July 2022, IGI Global,
DOI: 10.4018/ijitpm.304059.
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