A phenomenological research on project managers' perceptions of project failure

The number and significance of projects as one of the key tools of effective change programmes have increased in response to increasingly challenging competitive conditions. In this regard, effective project management, as well as related methodologies and standards, are gaining popularity. Organizations strive to attain their goals through the delivery of projects; nevertheless, the occurrence of project failure is a prevalent phenomenon. The financial implications for organizations are substantial when projects meet complete or partial failure. The purpose of this study is to examine the perceptions and experiences of project managers towards the failure of projects and to discover the shared meaning of lived experiences. Phenomenology, a qualitative research design, was employed in this study. The study group consisted of twenty project managers, selected in accordance with the study's objectives. Data collection was carried out through in-depth interviews conducted with the participants. The data is examined using phenomenological analysis. Based on the research findings, it has been observed that effective project management is essential for achieving success in various aspects such as communication and coordination management, risk and uncertainty management, budget and cost management, and goal attainment. Conversely, project failures often stem from issues related to time management and deficiencies in the planning process. The study's findings were analyzed in relation to existing literature, and the phenomenon was elucidated by examining individual variations associated with the experience of failure.