Top Project Management Failure Case Studies to Know 2025

Failure in project management depends on the scope and resources invested in a project. When major organizations fail, it becomes an interesting learning for the organization and also acts as a reference for current and aspiring project managers. 

Let us look at 12 famous projects that did not succeed. Additionally, you will learn why conducting these case studies is important.

What is a Project Management Failure Case Study and Importance

When we evaluate failed projects case studies in project management, we try to understand why a project did not meet its objectives. These failures can be either associated with significant flaws at crucial levels or an ultimate failure leading to project termination.

Therefore, industry experts prefer to explore case studies to identify decision-making mistakes and potential factors that could lead to similar consequences in the future.

A detailed case study can offer you the following takeaways:

• What mistakes led to inadequate risk management
• What decisions caused misinterpretation of the project’s scope thus leading to unnecessary delays and extra costs
• How monitoring and control aspects failed that resulted in a delay of preventive measures
• Why funding or resources were insufficient at a particular stage
• What caused poor leadership or what were the actual reasons behind negligible stakeholder involvement

Evaluating these pointers can help you spot project warning signs at a very early stage. After that, you can take the right steps to reduce the possibility of these risks while creating mitigation strategies.

Through KnowledgeHut's Project Management training courses it is now possible to gather these skills while you’re still working as a full-time professional. Our course curriculum is up-to-date with the latest industry trends. Thus, the content and training modules provide immense value even to the best of the Project Managers who are preparing for PRINCE2 or PMP examinations.

12 Project Management Failure Case Studies

Are you struggling to fetch failed projects case studies project management PDF files online?

We have got this aspect covered for you right here!

Make sure to go through these popular project management failures case studies for a complete understanding of what actually went wrong.

Case Study 1: IBM’s Stretch Project

Wikipedia

Who Failed?

The multinational tech brand headquartered in New York; IBM failed to drop the Stretch project at a pre-planned rate of $13.5 million.

Things They Were Trying to Achieve

From 1950 to 1956, IBM endeavored to launch the world's fastest processing supercomputer, the IBM 7030. The group of engineers hired for the project attempted to build a system that can operate at a 100-200 times greater speed compared to its nearest competitor.

Reasons Why the Project Failed

The team faced too many obstacles while designing and manufacturing the groundbreaking system. Also, there were several loopholes from the architectural perspective that contributed to IBM’s future developments.

Case Study 2: Ford Edsel

Who Failed?

C. Doyle, who was the Marketing Manager of the Ford Motor Company at the time, attributed the market failure of the Edsel model to American mid-budget car buyers.

Things They Were Trying to Achieve

The company fondly aimed towards launching a car that would attract luxury car enthusiasts all over the US.

Reasons Why the Project Failed

As per analysts, the vehicle had the right attributes to secure monopoly in the intended market segment. But it failed primarily because of a delay in project deployment. By the time it hit the market, the greater audience had already moved towards compact cars.

Many lessons are derivable from this instance making it one of the historical project management failures case studies. Some key learnings from this project include the importance of maintaining deadlines, timely communication, and keeping the project managers on the same page.

Case Study 3: Levi’s Type 1 Jeans

Who Failed?

Levi Strauss & Co., the world-renowned denim-jeans brand, tried to poach into the segment of exaggerated clothing in the early 2000s. As a result, they attempted running new ad campaigns which totally confused their audience and consequently the sales dropped.

Things They Were Trying to Achieve

The company’s approach was to introduce a new trend of jeans bottom wear that featured rivets, stitches, and buttons, much different from the contemporary style.

Reasons Why the Project Failed

The younger generation at that time was confused about the impression of the final product. As fashion statements are quite fickle and tend to change very quickly, the idea did not sit well with the end-users.

Case Study 4: Apple Lisa

Wikipedia

Who Failed?

Apple, the tech giant that currently holds almost 24% of the global market share in consumer goods, initially failed while introducing the first-ever desktop with a mouse.

Things They Were Trying to Achieve

The company aspired to develop a compact personal device that could replace expensive minicomputers or mainframes at that time. For this, they hired trained software professionals and availed consultancy from various IC suppliers.

Reasons Why the Project Failed

The project apparently promised a lot of things but ultimately failed to deliver the results. Space constraints became prominent as the computer only offered 1 MB memory. Also, the Apple FireWare floppy disks seemed unreliable. As a result, just 10,000 Lisa computers could be sold over a span of 24 months.

Case Study 5: Crystal Pepsi

Who Failed?

Does the idea of clear Cola seem fascinating to you?

Probably not, right?

This concept was actually put into action in the 1990s when PepsiCo launched Crystal Pepsi as an effort to target health-minded customers. Unfortunately, this turned out to be one of the most spectacular project management failure case studies in the soft drink industry.

Things They Were Trying to Achieve

PepsiCo introduced a unique taste and marketed it through rampant advertisement campaigns. Also, they stressed the benefits of the drink which failed to gain the expected momentum.

Reasons Why the Project Failed

The product failed because at that time the market was starting to get inclined towards energy drinks. Also, traditional colas consumed a large section of the audience who preferred that taste over others.

Case Study 6: Sony Betamax

Who Failed?

The second-biggest supplier of cameras in modern times, Sony failed in the mid 1970s while they tried to compete with JVC’s VHS technology.

Things They Were Trying to Achieve

At that time, the company introduced a consumer-level analog recording device that was marketed as a video cassette recorder. Performance-wise, the average playback times and fast-forward features were working seamlessly for this innovation. But there were major drawbacks that resulted in the project's downfall.

Reasons Why the Project Failed

The VCR was compatible with other Sony products only. Also, the Betamax tapes came at a much higher price compared to VHS tapes. Furthermore, Betamax recordings were limited to a maximum of 1 hour, whereas VHS tapes allowed for recording durations of nearly 2 hours.

Case Study 7: Death March Project - Baggage System Disruption at Denver Int. Airport

Who Failed?

One of the busiest international airports in the world, Denver International Airport failed.

Things They Were Trying to Achieve

In 1991, the airport authority made a noble attempt to streamline the time-taking luggage transfer system. Their primary objective was to attach bar-coded tags to baggage in order to fully automate the process. The authorities anticipated reducing the aircraft turnaround time by half across three terminals.

Reasons Why the Project Failed

Unfortunately, DIA’s management couldn’t control the cost, risks, and time required to deal with the new system. As the body tied up with BAE to bring in the automated baggage handling system, both organizations assumed different deadlines. An unrealistic 2-year schedule was offered from DIA’s end that led to project underscoring and many detrimental situations followed due to lack of discussions.

Case Study 8: NHS’ Civilian IT Project

Who Failed?

Great Britain’s publicly funded healthcare system, the National Health Service (NHS) failed in the 2010s.

Things They Were Trying to Achieve

The body targeted to revolutionize the health sector through innovations like digital scanning, electronic recording methodologies, and integrated IT devices. In a nutshell, they aspired to build the greatest civilian digitized module around the globe.

Reasons Why the Project Failed

The three most prominent reasons that led to this project’s failure included supplier disputes, frequent changing of specifications, and external contractual disruptions.

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Case Study 9: McDonald’s Arch Deluxe Burger

Who Failed?

The American QSR chain McDonald’s failed in 1996 after introducing a premium option in its menu - the Arch Deluxe Burger.

Things They Were Trying to Achieve

The brand tried to mold its menu to make it suitable for the more sophisticated class of audience.

Reasons Why the Project Failed

The company gave too much importance to customer data while redefining its new production strategy. Thus, they ended up spending $150 million on advertising. Contrarily, the management failed to track the returns minutely and the demand for the product never reached expectations.

Case Study 10: FoxMeyer Drugs Bankruptcy

Who Failed?

FoxMeyer Corporation went bankrupt in 1996 as the company misinterpreted software project risks at a latent stage.

Things They Were Trying to Achieve

They were trying to automate the supply chain of prescription drugs and toiletries in the wholesale segment.

Reasons Why the Project Failed

The project primarily failed while handling mass orders. As thousands of pharmacies depended on the company, they got over 500,000 orders per day which clearly crossed the bandwidth of the software at that time.

Case Study 11: The Delorean DMC 

Who Failed? 

The DeLorean Motor Company, founded by former GM executive John DeLorean, failed in its ambitious automotive venture during the early 1980s. 

Things They Were Trying to Achieve 

The company was aiming to create a futuristic, stainless-steel sports car to disrupt the automotive industry. The DMC-12 was backed by the British government and had a strong initial hype. DeLorean was hoping to create a premium, performance-driven vehicle that stood apart in design and technology. 

Reasons Why the Project Failed 

Despite a bold vision, the DMC-12 had a lot of hurdles in its execution. The car had poor build quality, while the project ran into frequent delays, cost overruns, and flawed production planning. The leadership was focused on publicity instead of running the necessary operations. External political pressures in the UK further complicated matters. 

The final nail in the coffin was escalating concerns regarding fuel efficiency during the U.S. recession hit. This led to a plummeting demand for luxury sports cars. Combined with a controversial drug trafficking scandal involving John DeLorean, the company collapsed, leaving the DMC-12 a cautionary tale in poor execution and stakeholder misalignment. 

Case Study 12: Polaroid Instant Home Movies 

Who Failed? 

Polaroid Corporation, a company known for iconic instant cameras, tried to launch “Polavision”, an instant movie system in the late 1970s. 

Things They Were Trying to Achieve 

Polaroid wanted to replicate its instant photo success in the home video space. The Polavision system was designed to let users shoot and instantly view short home movies using a proprietary format, aiming to revolutionize personal video recording before the advent of camcorders. 

Reasons Why the Project Failed 

Despite the innovation, Polavision was a commercial failure due to poor market timing and technological shortcomings. The product was plagued with issues such as the film’s low sensitivity to light, short duration for recordings, and required proprietary hardware. The Polavision launched at a time when video cassette recorders (VCRs) were gaining popularity, and offered far more flexibility. 

Polaroid also failed to properly assess changing consumer needs and ignored signs that video technology was moving toward different formats such as tape and digital. The project drained resources and never achieved traction, ultimately contributing to Polaroid's long-term decline. 

How to Spot Project Failures Before They Happen? 

Early detection and proactive risk mitigation strategies are the first steps to avoid the failure of any project. 

One of the first warning signs is the lack of clear goals or well-defined project outcomes. Fragmented execution and stalled progress are inevitable when teams aren’t aligned on what success means for the project. Project managers should set measurable objectives and clearly communicate them with all stakeholders to avoid this. 

Another warning sign is scope creep without any form of change control in place. Unevaluated and frequent changes to a project’s initial boundaries can lead to overruns in budget and timelines. Having a well-defined change management process is the way to sidestep such risks. 

Unnecessary constraints on resources can also result in a project’s failure. Examples of such constraints include inadequate staffing, shortfalls in budgets, or unrealistic timelines. Feasibility analysis and stakeholder interviews can help in spotting these issues. 

Other potential risks include poor stakeholder engagement and a lack of consistent and clear communication. Keeping decision makers disconnected from project updates will result in problems slipping through the cracks and going unnoticed until it gets too late. 

Finally, weak risk management frameworks leave teams unprepared for inevitable challenges. Regular risk assessments and contingency planning can help teams stay agile and reduce potential disruptions. 

Project managers can use these techniques to spot trouble before it spirals into a point of no return. 

Conclusion

Most case studies of failures in project management give you an idea on how delayed communication can disrupt the results. Thus, while initiating a project, the focus should be on automating processes as much as possible. Also, from the top management to ground level, key evaluation metrics have to be laid out for positive impact on the organization. It prevents the staff from getting disarrayed and over-consuming the resources and posting errors repeatedly. 

However, it doesn’t mean that the failed projects are a stigma to the company. Most successful brands have learned from their mistakes and gathered the spirit to start from the beginning. All the important changes were meanwhile incorporated along the way.