16
project schedule
The identification and structuring of some components of a project is not clear enough to convert the starting or interim project schedule into an optimised master schedule.
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7
Project outputs and activities
Scope doesn’t define all specific outputs and project activities required to produce the expected project benefits.
7
Project benefits and objectives
The benefits and objectives of a project for the stakeholders are not explicitly derived from their needs, expectations, requirements and strategic organizational goals.
11
Project design
Unclear project initiation documentation (project brief or project charter).
10
Poorly prepared project
The top management bears to start the project at the soonest based on tentative drafts.
5
Results orientation
Project manager doesn’t prioritize problems, challenges, obstacles and the resources needed to solve them to obtain optimal outcome for all stakeholders.
16
Negotiation
Difficulties with balancing the different interests and expectations of the project stake-holders.
6
Resourcefulness
The team members cannot apply various ways of thinking to define, analyse and find al-ternative solutions for challenges and problems in projects and programmes.
5
Conflict and crisis
The project manager is unable to solve disagreements, resulting from unexpected changes in project environment or from different opinions of the stakeholders.
16
Using Experience Effectively
Mistakes and success is not noted or taken into account after a project and business process is completed.