Client planned unrealistic scope to be release to operation for defined time before Xmas.

Clear risk management starting from BEFORE the project until successful delivery was key success factor for the major project delivery. The Risk matrix and risk management was requested even though the delivery PM was not requesting it.

In the Project, the project manager from Customer's side did report status while involving also personal expectations.

During the Project I had problem with the availability of the resources from Business side due to other operational activities although the Project has been properly announced and resource need has been confirmed verbally.

Sometimes success for a manager of any level means deciding what is important and what is not at different points in time. A good manager can find the critical route without distraction.

Using a project management slang, unusual for stakeholders, coming from other profes-sions.

Manager or team member is unwilling to accept the own error and prefers any possible elusions.

Undervaluing the solidarity within the project team (defamation, nominating to a post without justification and without appreciation by the team members etc).

Solving the conflicts from the position of power produces more problems than benefits.