Leadership not “action based” (failing to meet shifting needs or not having the time to visibly support the project)
No clear agreement on resolving conflicts or getting decisions made (slowing down forward movement and causing missed deadlines)
Competing “visions” of the end result or methods to get there (leaving no one satisfied and everyone resistant)
Ineffective meetings and uncommitted/motivated participants (wasting time and resources)
Reemerging corporate “politics” and hidden agendas (complicating scope and threatening the overall project)

Project Management and Project Teams:

Confusion regarding roles, responsibilities, and goals (leading to a lack of teamwork and direction)
Different department or work streams not integrating or working well together (with teams working in “silos” and not collectively)
No clear agreement on resolving conflicts or getting decisions made (slowing down forward movement and causing missed deadlines)
Inconsistent team performance (a project is only as strong as its weakest link)
Ineffective meetings and uncommitted/motivated participants (wasting time and resources)
Re-emerging corporate “politics” and hidden agendas (complicating scope and threatening the overall project)

Business Directors/Supervisors/Managers:

Managers feeling a loss of control (causing them to resist, stall, or not provide necessary resources)
Re-emerging corporate “politics” and hidden agendas (complicating scope and threatening the overall project)
Competing “visions” of the end result or methods to get there (leaving no one satisfied and everyone resistant)

The End-user Community and Greater Organization:

Business process are too entrenched in the organization (causing the organization to forgo the new technology no matter how good it is)
End-users have little faith in the “solution” or people implementing it (employees start to explore ways to use “work-arounds” rather than the new system)
Insufficient or poorly planned communication and training (leaving the workforce unprepared and ill informed on how to operate in the new working environment)
The workforce is resistant to change (don’t fully utilize the new technology even after it is implemented)
No alignment with human resources on the emerging roles and responsibilities (new job roles are not defined and supported risking confusion, turnover, potential lawsuits, etc.)

In order for a project or implementation to be success, people, process, and technology related concerns need to be identified, mitigated, and merged into one cohesive project plan.