IT failures often arise from dysfunctional communication, collaboration, and planning across information silos and boundaries. Success requires more.
Project based on CEO’s dream, but no one is clear about its business value.
Sponsor is too busy to listen and too weak to support.
Management wants to start working and worry about planning later.
Duration estimates are done by management.
Management directs Project Manager to ignore vague contract terms.
Management warns Project manager about raising issues with clients during planning.
Functional managers are providing the wrong resources.
Clients representative accept work formally but refuse to put it in writing.
Client’s expectations are too high and mismanaged by Project Manager.
Project Manager is too worried about losing job or making people angry.