David Ackah<\/strong><\/p>\n Texila\u2019s School of Business Management (SOBM) <\/em>| Texila American University<\/em><\/p>\n Email: <\/em>drackah@ipmp.edu.gh<\/em><\/a> | drdavidackah@gmail.com<\/a><\/p>\n Abstract <\/em><\/strong><\/p>\n The distinction between project management failure and project failure sounds like one of the best definitions of project failure\/success concepts, the overemphasis of the goal of the project to the client\u2019s long-term strategic plan is subject to further debate. It can be argued that not all projects\u2019 goals are directly linked to the long-term strategic plans of the companies. Some projects are carried out by companies as a \u2018force\u2019 on them from external forces which might not necessarily be part of the company\u2019s long-term strategic plan. For instance, if a company is forced by government regulators or environmental activists to assist its immediate environment, it has to embark on a project that might not necessarily bring any long-term benefits. In this case, the company could have embarked on a different project which could have served it better than such \u2018forced\u2019 project. One may argue that it will still serve the long-term goal of survival as the company has to meet its social responsibility in order to survive. However, this argument could be defeated by asserting that the company will not actually benefit in real terms, as the benefits will only be directed towards other stakeholders at the expense of the parent company. Such projects could even be detrimental to a company\u2019s progress and profits.<\/em><\/p>\n