根据Standish Group的研究2001，项目成功率是16%，这是非常低的相比，84%的失败率。在通常情况下，项目经理被认为是负责任何项目的成功或失败，因此，大多数研究认为项目经理的技能是一个重要的角色。大多数的研究表明，许多工程事故都是可以避免的heekens [ 2002 ]因为之前任何项目失败的预警信号报警我们最。
在项目生命周期中的失效因素的适当的识别和定义将有助于控制项目失败。塞缪尔等人[ 1990 ]也研究了项目失败的原因，并提出了一个多维的理由，项目失败的框架，包括内部效率和外部效益方面。此外，他们认为，失败或成功的现象取决于家长的组织，使对此事的判断。
其中（见如：沃克[ 1999 ]，西米尔[ 1997 ]，伯恩斯等人[ 1991 ]，和Fiona et. al。[ 2001 ]认为，调查的因素，有助于故障是可以控制的，和他们的识别有助于其更高的优先级时，管理层关心的新项目。他们确定了一套管理可控因素与项目失败相关。他们的研究强调了不同的因素，根据三个应急变量：
我们的研究结果表明，项目失败是没有考虑到一个单一的，他们失败的原因有多个。这些研究结果是完全一致的玻璃[ 20 ]，[ 21 ]。本文的目的也强调了任何项目的失败和隐藏的变量/坏性能的因素的原因。它也发现，普遍发展问题缠身而不工作带来的改变所需的。因此，管理层需要注意的是任何类型的项目变量管理不当都会给项目带来失败。本文对这些因素的问题进行了讨论；然而，需要指出的是，虽然研究人员做的研究不同的变量相关，但没有这样的模型或系统已经通过所有这些证明变量可以带来的一个管理系统下开发的，为了便于管理者决定纳入或排除变量到一个特定的项目环境和预测特定项目的结果。
According to 2001 Standish Group Study, the ratio of successful project is 16%, which is very low as compared to the failure ratio of 84%. Where, usually Project Manager is considered responsible for the success or failure of any project; therefore, majority study considered the skill of Project Manager is a major role. Majority studies suggest that many project disasters are avoidable [Heekens 2002] because most of the time warning signals alarm us before failure of any project.
The appropriate identification and definition of the failure factors in project life cycle will help to control project failures. Samuel et al  has also studied the causes of’ project failures and suggested a multidimensional justification of project failure framework, encompassing both internal efficiency and external effectiveness aspects. Moreover, they maintained that the failure or success phenomenon depends upon the parent organization that makes the judgment on the matter.
Where (see such as: Walker , Cicmil , Burns et al , and Fiona et. al. ) argue that investigations into the factors which contribute to the failures are manageable to be controlled, and their identification helps to merits their higher priority when management is concerned about new projects. They identified a set of managerially controllable factors that are associated with project failures. Their study emphasized the factors which are differed according to three contingency variables:
Our results show that failure of project is not on account of a single one; they fail for multiple reasons. These findings are in full agreement with Glass ,. The objective of this paper is also to highlighted the reason for failure of any project and hidden variables/ factors for bad performance. It is also identified that the prevailing development are problem ridden and donââ‚¬â„¢t work well to bring about the changes as desired. Therefore, the management needs to give attention to the point that any type of mismanagement of project variables brings failure to the projects. In this paper these factors /issues have been discussed; however, it is pertinent to point out that although researchers did study different variables, but no such model or system has been yet developed through which all such proven variables could be brought under one system of management, to make it easy for managers to decide the inclusion or exclusion of variables into a specific project environment and predicting the outcome of that specific project.