IT projects often get into trouble in one of three general areas. 1. The manager in charge of the project has no formal training on how to manage projects. 2. Managers are often unwilling to track and report on cost, risk, time, and quality problems. 3. Managers are often unwilling to say "no" to poorly defined projects.

It projects are often managed by technical experts in such fields as programming, network operations, or systems management. They generally take a "hands on" approach to managing projects and often end up solving technical problems instead of managing the project. Because they are not trained project managers, they often do not see any value in tracking and reporting all project costs and problems. Hesitancy often comes from a fear that accurate reporting will get them fired or block potential promotions. These same fears surface when they are assigned a poorly defined project or a project whose increasing scope has no limiting factors.
 

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