Program Failure by Guest Mike Farabelli

"Very smart companies have normalized program failure. Scapegoats abound"

“As a boomer I first got introduced to large projects and programs in the late 70s. I saw careers broken, program ROI not realized, and worse yet, little to no organizational learning to do better next time. This normalization trend has persisted for decades.

I remember reading a Gartner Service note back then that cited that 2/3 of projects failed to meet the Golden Triangle targets of schedule, cost, and/or quality delivery. Over the years I have seen similar statistics from other organizations over the past decades.Recently McKinsey cited a 70% failure rate for large transformation programs.

During that 40 year span mostly everything in the people, process, and technology equation has improved. Back in the day I had telephone message pink slips that were dictated to a live agent, no video, no text messaging, no search capability, no PC, no concierge services.

Leadership style was almost universally command and control and process improvement approaches had not been developed. Program Management, Organizational Change Management and Risk Managements outside the Federal Government, were all in their infancy as disciplines.

In the meantime the project/program failure rate has persisted over time. To add insult to injury disciplines themselves are being scapegoated. Disciplines such as project/program management, organizational change management, and risk management are being discarded being viewed as pseudo disciplines in an environment of increased velocity and complexity.

This does not bode well for future program/project success rates.

We should have a forum to discuss improving future program/project success.

As we all know successful program/project managers have skills, competencies, and are likeably assertive. Attitude is a critical success factor both tactically and strategically.

It is time to have a strategic discussion about root causes that cause program/project failures and prescriptions to improve the future situation.”

Posted by:

Mike Farabelli

Program Management Advisor

Frequently Asked Questions

Q1. Why do so many large projects and programs fail?
Research from Gartner, McKinsey, and others shows that up to 70% of major initiatives fail to meet expectations. Despite advances in people, process, and technology, organizations still struggle with scope creep, unrealistic timelines, weak leadership alignment, and poor risk/change management.

Q2. What is meant by “normalizing program failure”?
It refers to how organizations have come to accept failure rates as standard or unavoidable, rather than challenging the root causes. This acceptance prevents meaningful learning and perpetuates the cycle of broken careers, wasted investments, and missed ROI.

Q3. Why are disciplines like project management, organizational change management, and risk management being scapegoated?
In fast-moving environments, some leaders dismiss these disciplines as bureaucratic or outdated. Instead of addressing real structural and cultural issues, organizations often blame the very practices designed to help them succeed.

Q4. What factors contribute most to program success?
Beyond tools and processes, leadership attitude, clear accountability, and adaptability are critical. Successful program managers are assertive yet approachable, skilled in communication, and able to align stakeholders across competing priorities.

Q5. How can organizations improve program and project success rates?

Encourage organizational learning after failures.
Value proven disciplines rather than scapegoating them.
Invest in leadership development and change management.
Foster open forums for dialogue around failure causes and solutions.
Balance speed with thoughtful planning and risk awareness.

Q6. Why is it important to discuss failure openly?
Open discussions about failure help organizations move away from blame and towards solutions. By creating forums for strategic dialogue, companies can uncover systemic issues, strengthen leadership culture, and improve future success rates.

Relevant Products from us:

Project Management eBook Package

The PMO & PM Leadership Vault – Membership

Relevant YouTube Videos:

Connect with Bill Dow, PMP on Socials

Want to see all my Products, Courses, Templates….? Check it out here: https://store.dowpublishingllc.com/mainstore/
Facebook Business Page:
https://www.facebook.com/dowpublishingllc
Facebook Group for support/questions:
https://www.facebook.com/groups/pmoprojectmanagement/
Twitter:
https://twitter.com/dowpublishing
Instagram:
https://www.instagram.com/dowpublishing/
Join my newsletter:
https://www.dowpublishingllc.com/pmo-pm-newsletter/
YouTube Channel Link:
https://youtube.com/c/Dowpublishingllc

Chris

October 1, 2025 at 1:11 pm

Mike. It is indeed amazing that despite some much change in the business world, there is little change in the win rate. Perhaps there is something else in play here. Great article to keep this systemic failure front and center.

Bill Dow

October 1, 2025 at 2:16 pm

Thanks Mike, great article, thanks for posting! Bill

Joe Ray

October 1, 2025 at 3:22 pm

This is a great message that the future workforce needs to hear and understand. I’m taking some quotes out of here to integrate in to my every day. Thank you Mike for sharing your wisdom.