10
Power and interests
The individual’s recognition and understanding of informal personal and group interests and the resulting politics and use of power
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10
Compliance, standards and regulations
The level of individual’s interpreting, balancing and adhering to a given set of informal and mandatory norms of the permanent organisation and wider society
22
Governance, structure and processes
Established structures, systems and processes do not support the projects of the organisation effectively.
5
Changing Scope after the Agreement
Client, stakeholder or team member wants to modify scope after the scope's size or nature is signed off on.
5
Leading by Example
When work on a project stalls or becomes undesirable, and colleagues are faltering, rise to the occasion and lead the way, even if you're not a manager.
11
Managerial Support
Upper management provides little or no support for lower management and project managers.
13
Feasible scope
we had to deliver a product, whose development was not finished yet and delivery processes not set. Customer was informed about possible short delay. After long delay the new product was finally ready, but there was found limited possibilities to run.
15
Changing Scope After Agreement
Client, stakeholder or team member wants to modify scope after the scope's size or nature is signed off on.
5
Management and Tight Schedules
A project or business milestone is time sensitive but you realize there may not be enough time for completion.
14
Team-Based Quality Assurance
Quality of large or small outcome is poor.