Causal factor checklist
| Causal factor | Definition |
|---|---|
| Lack of management commitment | Ongoing active support is not obvious to the project team |
| Improperly defined priorities | Lack of clear management directive exists on the priorities for project team |
| Poorly defined roles and responsibilities | Stakeholder roles and responsibilities are not clearly defined, communicated and agreed |
| Team weakness (composition) | Required skillsets on the project team are missing/inadequate |
| End-user expectations | The end-user has clearly communicated and documented conditions of satisfaction and changes must be mutually agreed by impacted stakeholders |
| Inappropriate risk tolerance | Delays are caused by reluctance to make necessary decisions |
| Misaligned/overlapping objectives | A stakeholder's objectives intrude on or are opposed to those of other stakeholders |
| Undefined objectives and goals | A lack of complete clarity exists regarding project objectives and goals |
| Poorly defined scope | Scope is not properly detailed for effective delivery |
| Inadequate/vague requirements | Requirements have multiple interpretations or lack necessary details |
| Competing priorities | Stakeholder groups' priorities are misaligned or in conflict |
| Poor communication | Channels of communication are ineffective |
| Culture | Project context is conducive for project team to succeed |
| Lack of necessary authority | Authority is not commensurate with responsibility |
| Business politics | Specific interests take precedence over what is best for the business or power is challenged |
| Interpersonal conflict | Conflict has gotten personal and creates adverse implications for the project |
| Lack of organizational support | Project needs are not acknowledged by organization |
| Causal factor | Definition |
|---|---|
| Lack of management commitment | Ongoing active support is not obvious to the project team |
| Improperly defined priorities | Lack of clear management directive exists on the priorities for project team |
| Poorly defined roles and responsibilities | Stakeholder roles and responsibilities are not clearly defined, communicated and agreed |
| Team weakness (composition) | Required skillsets on the project team are missing/inadequate |
| End-user expectations | The end-user has clearly communicated and documented conditions of satisfaction and changes must be mutually agreed by impacted stakeholders |
| Inappropriate risk tolerance | Delays are caused by reluctance to make necessary decisions |
| Misaligned/overlapping objectives | A stakeholder's objectives intrude on or are opposed to those of other stakeholders |
| Undefined objectives and goals | A lack of complete clarity exists regarding project objectives and goals |
| Poorly defined scope | Scope is not properly detailed for effective delivery |
| Inadequate/vague requirements | Requirements have multiple interpretations or lack necessary details |
| Competing priorities | Stakeholder groups' priorities are misaligned or in conflict |
| Poor communication | Channels of communication are ineffective |
| Culture | Project context is conducive for project team to succeed |
| Lack of necessary authority | Authority is not commensurate with responsibility |
| Business politics | Specific interests take precedence over what is best for the business or power is challenged |
| Interpersonal conflict | Conflict has gotten personal and creates adverse implications for the project |
| Lack of organizational support | Project needs are not acknowledged by organization |
Source(s): Authors' own work
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