- No inherent “projects culture” – “blame the project manager”
- Poor Stakeholder Management – “engage and influence”
- Poor Project Board’s performance– “ineffective direction”
- Poor reports and meetings – “decision support”
- Lack of project assurance – “right first time, most of the time”
- Lack of (tailored) project methods – “inconsistency of approach”
- Lack of appropriate training – “for all stakeholders”
- Risk identification not risk management – “reality and actions”
- Poor Planning – “get real”
- Lack of a continuous improvement culture – “re-use don’t re-invent”
Source: Sue Vowler, author of the OGC’s guidance on Portfolio, Programme and Project Offices