Many users of Method Teaming tell us that when a project fails, around 90% of the time it is because of people and teaming issues. From what we hear, shortfalls in technology and processes rarely account for project failure.
The root cause appears to be that teams are assembled incorrectly. Learnt skills, experience and, all too often, ‘availability’, seem to be the key factors when building a team. Little, if anything, is done to exploit people’s natural strengths and talents as part of the team formation process. There is little doubt that when a business makes it a priority to truly engage their people and align natural strengths and talents with the tasks and work in hand, then the risk of failure is dramatically reduced and there is more measured success.
What is your broad experience? Can you relate a situation where a project has failed because of the wrong team being in place?