The failures to me, as I mentioned are the failure to successfully manage the optics around a project of this size. For any project in any other organization, the "face" of the project (in this case, Ken King) need to do a good job keeping the stakeholders abreast on changes to schedule and financials in a clear manner and as far as I've seen, that hasn't happened for the project.
A lot of the "updates" have been meaningless with little content of value specifically around project status, reasons for the delays and mitigation strategies.
If this was a project in any other industry, the PM would have been replaced.
|