WHY DO PROJECTS FAIL – The real reasons Blog 3

WHY DO PROJECTS FAIL – The real reasons Blog 3

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Switching priorities, 

Priorities, Priorities… This reason for project failure is a wide as you can get. A great many reasons that could actually be listed as reasons in their own right for project failure, can be categorised under switching priorities.

Some of the reasons why Switching Priorities do cause project failure may include:

  1. Scope creep: Fortunately, but only if your contract was properly drafted, scope creep is usually at the risk and cost of the employer and you as the contractor would be entitled to a compensation event, variation order or similar and any resulting switched priorities should have little or no effect on the project outcome.
  2. Insufficient planning: If the contractor’s programme is inaccurate, incomplete or reflect dates which are wrong you can expect that switching priorities (in as far as project execution is concerned – budget, cost overruns, missed deadlines, payment of penalties etcetera) will occur on a regular and increasing basis. This will most likely cause project failure.
  3. Rework: Any rework will affect the accepted programme, recourses, project budget, the project manager’s time, and attention, to name a few. Depending on the size and nature of the rework (plus where it lies in the programmes – perhaps on the critical path) rework will influence the project and most likely result in switched priorities.
  4. Other projects: Sometimes it happens that a project manager is tasked with more than one project or is tasked with a new project midway through his/her current project. This may, depending on the size of one or both the project result in switched priorities.
  5. Multiple priorities: All projects have multiple challenges that are or may become priorities. Where a project manager is faced with multiple priorities, it is of paramount importance that he/she identifies and rate the priorities in the order from most important to least important. This must be done in writing and stuck to your office wall. If this is not done you will lose track of some of the priorities and those will haunt you and the project until closeout.

This “reason for project failure” is, as stated, extremely wide and we can prepare pages and pages of examples, some of which may even be more relevant than the ones identified herein above. That is not the purpose of this blog. The purpose is to think about these challenges when you plan for your next big project.

What examples of switching priorities do you have that you would like to share. Please share with us all so that we can all learn from it. We find the feedback interesting and we appreciate the time you take in commenting. You can contact us at Info@vinculaholding.com or vists our website at https://vinculaholdings.com/

Enjoy the Friday and weekend.

The real reasons projects fail – 2

The real reasons projects fail – 2

Reasons Projects fail – The real reasons. Blog 2

Good morning, everybody. Hope you are having a wonderful day so far. Right at the outset let me state this clearly, these blogs are not criticisms, or similar types of remarks by somebody sitting in the gallery throwing the proverbial stones at you, the project manager, fighting in the arena every single day. Being a project manager must be one of the most taxing and stressful occupations in today’s financial and incredibly competitive market, where fewer and fewer projects are available. Hats off to you all!

These blogs relate to expensive lessons learnt and observations made in general. Perhaps you will find this interesting.

We compared the 2024 reasons for project failure with those listed early in 2026 to determine if the reasons for project failure changed at all. If you have a look at Vincula’s blog 1, you will note it did.

We  grouped the lowest ranking reasons, stated for both periods, together and two of the lowest ranking reasons I shall touch on are Unrealistic/unaligned stakeholder expectations, and secondly, inadequate risk management and lack of monitoring and controlling the project

Unrealistic stakeholder, management

If you are unsure what you are going to receive, or you are not sure of what you have to deliver, everybody is in for a difficult day. Worse, you are absolutely sure what you are going to receive / have to deliver – and your understanding is wrong.

Different stakeholders have different expectations, and you have to manage the expectations from day one. Your employer’s expectations are different to those of your client or the EPCm etcetera. Not all parties involved in a project are stakeholders, but all parties involved have expectations from you, and the project. All stakeholders, especially the client, must have a clear understanding of the what the outcome and deliverables of the project will be.

Make sure the scope is absolutely clear and understood. State your understanding of the deliverable / expectation so that there can be no doubt as to what will be delivered / received. In many instances an unrealistic expectation is the result of an inexperienced, or young engineer or client. However, when you state your understanding of the deliverable, any misunderstanding, discrepancies, and differences in the other party’s expectations will show itself quickly and can then be addressed there and then.

Inadequate risk management and lack of monitoring and controlling the project.

In most cases the contract, employer or client will require a Gantt reflecting the commencement and completion dates of all necessary activities related to the project. If the Gantt is properly prepared, it will show the start and completion dates of both the employer and contractor’s obligations under the contract scope. This is the best management and monitoring tool available to the project manager. If you choose not to follow and enforce the Gantt, you will find that very soon your contract, and project, is at large and it is exceedingly difficult, if not impossible, to get the project back on track.

Being aware of project risks, and understanding the risks, is of paramount importance for the successful completion of any project. If, at an early stage of the project, you are aware of a specific risk, you can manage and mitigate same by planning for it, allocating additional resources to manage the risk, and monitor the work relating to the risk closely.

If you identify the risk early, you have time on your side. However, if you are unaware of the risk, it is going to creep up on you and surprise you at a stage the project can ill afford a surprise. Now, we all know and accept that there will always be surprises during the execution of a project, and it may even happen that something was missed during planning, but the more risks you can identify at the outset of the project the more manageable any surprises will be. A proper risk identification exercise, where all the relevant disciplines applicable to the specific project are present, is a must.

Enough for one day – enjoy your Friday and weekend

Vincula appreciates all comments and builds – feel free to comment.

Why do Projects fail – THE REAL REASONS – Blog 1

Why do Projects fail – THE REAL REASONS – Blog 1

Over the years many reasons have been forwarded as “the reasons why projects fail”. We at Vincula considered these reasons in 2024 and we reviewed the stated reasons again now early in 2026 to see if the “reasons” remained the same or whether the reason for project failures changed

Method: For each time period we considered five or six articles providing the top reasons for project failure. Some articles provided ten reasons whilst others provided seven or twenty. The 2026 group had additional reasons provided, not found in the 2024 group Vincula considered. The top four reasons for each time period were extracted and are reflected in this article. This is not an in-depth study, however, the results are interesting enough to warrant a large-scale, in-depth study, which Vincula will do and share with you all in due course.

From the above it is clear that the reasons for project failure changed. In 2024 the main reasons were (in no particular order)

  1. Unclear goals and objectives 
  2. Lack of resource planning
  3. Inadequate stakeholder management
  4. Poor communication across the organization
  5. Poor resource allocation.

In 2026 (very early in the year) the main reasons for project failure are:

  1. Poor resource allocation
  2. Unclear goals and objectives 
  3. Inexperienced project managers
  4. Choice of technology

We shall visit some of these reasons for project failure in detail in the upcoming blogs.

We at Vincula consider another reason, not listed in the articles at all, as one of the biggest reasons for project failure.  We shall reveal what we consider to be a major reason for project failure, in future blogs. See you next Friday and enjoy the weekend.

Flying – the joy of flying gyrocopters

Flying – the joy of flying gyrocopters

Flying a Gyrocopter, what a joy

Few aviation experiences are as pure and exhilarating as flying a gyrocopter. Also known as an autogyro, this unique aircraft sits somewhere between a helicopter and a fixed-wing plane, offering pilots a flying experience that feels both liberating and hands-on. Yet, like all forms of aviation, gyrocopter flying comes with its own set of challenges. Understanding both sides is key to appreciating why so many pilots fall in love with these remarkable machines.

Riding a motorcycle in the air

One of the most celebrated aspects of flying a gyrocopter is the sense of openness. Many gyrocopters have open or semi-open cockpits, providing near-panoramic views of the landscape below. Whether you’re flying along coastlines, over rolling countryside, or tracing rivers, the connection to the environment is immediate and immersive. The feeling cannot be described adequately and must be experienced to be understood. The same open cockpit that provides incredible views also exposes pilots to wind, cold, and noise. Flying in cooler climates or at higher altitudes often requires specialized clothing and equipment to remain comfortable.

 Mechanical Elegance

Gyrocopters are mechanically simpler than helicopters. The rotor is not powered in flight; instead, it autorotates as air flows upward through the blades. This simplicity often translates into lower maintenance costs and fewer mechanical complexities, which appeals to pilots who enjoy understanding and working closely with their aircraft.

 Short Take-off and Landing Capability

Gyrocopters can operate from surprisingly short runways and even rough airstrips, making them ideal for recreational flying in remote or rural areas. This versatility opens up destinations that might be inaccessible to traditional fixed-wing aircraft.

 Exceptional Low-Speed Handling

Unlike airplanes, gyrocopters can fly safely at very low airspeeds without the risk of stalling. This makes them excellent platforms for sightseeing, photography, and relaxed local flights where the journey matters more than speed.

Sense of Community

The Gyrocopter pilot’s community is tightly knit and welcoming. Fly-ins, local clubs, and online forums foster a shared passion for learning, safety, and adventure, making the social side of gyrocopter flying especially rewarding.

 

Weather Sensitivity

Gyrocopters are more affected by wind and turbulence than heavier aircraft. Strong gusts, crosswinds, or thermals can make flights uncomfortable or unsafe, requiring careful weather planning and conservative decision-making.

 

Limited Speed and Range

While gyrocopters excel at low-and-slow flying, they are not designed for long cross-country trips. Their cruising speed and fuel capacity are modest, which can limit travel efficiency compared to traditional airplanes. I must however note that I flew my Magni 22 from Pretoria to Cape Town and Pretoria to Inhaca island, Mozambique. Careful planning was needed but it can be done.

 

Training and Skill Requirements

Despite their simplicity, gyrocopters demand proper training. Rotor management, take-off technique, and energy awareness are critical skills that differ from both airplanes and helicopters. Quality instruction is essential, and in some regions, instructors and training facilities can be limited.

 

 

Flying a gyrocopter is not about speed, luxury, or convenience—it’s about connection. It’s about feeling the air, reading the landscape, and enjoying aviation in its most visceral form. For pilots who value simplicity, adventure, and a hands-on flying experience, the joys often far outweigh the challenges.

 

The author owned and piloted a Magni 16 and later a Magni 22

Why | Svalbard Global Seed Vault

Why | Svalbard Global Seed Vault

Why do we need a global seed vault?

Worldwide, more than 1,700 genebanks hold collections of food crops for safekeeping, yet many of these are vulnerable, exposed not only to natural catastrophes and war, but also to avoidable disasters, such as lack of funding or poor management. Something as mundane as a poorly functioning freezer can ruin an entire collection. And the loss of a crop variety is as irreversible as the extinction of a dinosaur, animal or any form of life. The Seed Vault stores duplicates (backups) of seed samples from the world’s crop collections as a safeguard against such catastrophic loss.

How does it work?

The Seed Vault is the ultimate insurance policy for the world’s food supply, securing millions of seeds representing every important crop variety available in the world today and offering options for future generations to overcome the challenges of climate change and population growth.

A temperature of −18°C is required for optimal storage of the seeds. Permafrost and thick rock ensure that the seed samples will remain frozen even without power. The seeds are sealed in custom-made three-ply foil packages, which are sealed inside boxes and stored on shelves inside the Seed Vault. The low temperature and moisture levels inside the Seed Vault ensure low metabolic activity, keeping the seeds viable for long periods of time.

The storage

Currently, the Seed Vault holds more than 1.1 million seed varieties, originating from almost every country in the world. These range from unique varieties of major African and Asian food staples such as maize, rice, wheat, cowpea and sorghum to European and South American varieties of eggplant, lettuce, barley and potato. In fact, the Seed Vault already holds the most diverse collection of food crop seeds in the world.

The objective of the Seed Vault is to safeguard as much of the world’s unique crop genetic material as possible, while also avoiding unnecessary duplication. It will take some years to assemble because some genebanks need to multiply stocks of seed first, and other seeds need regenerating before they can be shipped to Svalbard.

 

Who can take the seeds out?

The seed boxes are stored under “black-box conditions,” meaning the depositors are the only ones who can withdraw their own seeds. When seeds are deposited in the Svalbard Global Seed Vault, their legal ownership is not transferred. This means that a depositor who chooses to store seeds in the Seed Vault is still the owner of the seeds and the only one who can withdraw them from the Seed Vault.

What groups are involved in the Svalbard Global Seed Vault?

 

The Seed Vault is owned and administered by the Ministry of Agriculture and Food on behalf of the Kingdom of Norway and is established as a service to the world community. The Global Crop Diversity Trust provides support for the ongoing operations of the Seed Vault, as well as funding for the preparation and shipment of seeds from developing countries to the facility. The Nordic Genetic Resources Center (NordGen) operates the facility and maintains a public online databaseof samples stored in the seed vault. An International Advisory Council oversees the management and operations of the Seed Vault.

 

Opportunities | Hybrid-Electric Aircraft

Opportunities | Hybrid-Electric Aircraft

Coming test flights will be a step toward passenger version

MANASSAS, Virginia — Electra.aero believes the two-seat hybrid-electric demonstrator it unveiled here last night puts it on the path toward completing a nine-passenger commercial version in time to enter service in 2028.

This commercial version of the short takeoff and landing aircraft will be able to “get in and out of the Wall Street heliport and have a range of 500 miles with its full payload,” Electra founder and CEO John Langford said in an interview ahead of the rollout of the technology demonstrator, dubbed the EL-2 Goldfinch. “Over time, we envision a lot of different variants.”

Electra said the technology demonstrator and the nine-seater aircraft in most circumstances will need only 150 feet (45 meters) to take off or land — and definitely no more than 300 feet (90 meters). This will enable the fixed-wing aircraft to have “the operating flexibility of a helicopter,” Langford said.

John Langford, founder and CEO of Electra.aero, described the company’s EL-2 Goldfinch demonstrator before it was unveiled June 12 at Manassas Regional Airport. Credit: Aaron Karp for Aerospace America

Plans call for the Goldfinch to fly for the first time in a few weeks from Manassas Regional Airport, the Virginia general aviation airport where Electra is based. Electra has planned hundreds of test flights from Manassas and other locations. On the first flight, Electra won’t worry about the “ultra-short” goal, said John Hansman, the MIT aeronautics professor who will pilot the Goldfinch and is serving as a technical adviser to Electra, in a brief interview following the unveiling.

“We’ll fly conventional takeoff and landing and get the basic handling qualities validated and make sure that there are no problems,” he said about plans for the first flight. Hansman will be the only person onboard the aircraft because Electra’s experimental airworthiness certificate from FAA initially will only allow for one person.

While Hansman could take the Goldfinch as high as 10,000 feet during the first flight, the aircraft’s operating parameters will be determined by FAA, which must factor in Manassas Regional Airport’s proximity to Washington Dulles International Airport.

“We’re fairly restricted at the beginning,” Hansman said, noting that flight testing will eventually take place at locations beyond Manassas with more operating flexibility. He’ll take the Goldfinch up and toward a targeted air speed of 60 knots (111 kph).

To achieve the ultra-short takeoffs and landings, air will be blown and accelerated over the modified Cessna 172 wing to create an aerodynamic effect that will make the wing seem “larger than it physically is,” Langford said.

“What happens is the blowing is deflected by the flaps,” Hansman added, referring to the gray structures under the aircraft wings. “You get some lift from the deflection. In addition, the blowing goes over the top of the wing, so it delays stall. You can fly higher angles of attack than you could if you didn’t have that. Those two things together allow you to get a very high lift.”

 

Electra envisions that with this blown-lift technique, the passenger version could take off and land from a hospital parking lot.

While electric propulsion is critical for takeoff and landing, traditional fuel will power the aircraft in cruise, Langford said.

“Our normal mode of operation at takeoff is for the batteries and the turbo generator to work together, and then they work together again at landing,” Langford explained. “But during the cruise phase, it is operating entirely on the turbo generator, and, in fact, the turbo generator is recharging the batteries that were used for takeoff.”

Electra’s technology development is being funded in part by NASA and the U.S. Air Force Agility Prime program. Electra says it has 1,200 preorders for the nine-seater. A prototype of the nine-seat production aircraft is slated to be built by 2025.

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