In construction, give at least 3 possible mistakes that a Project Manager could commit that can lead to his failure and severely affect the project?

1) improper planning 2) communication gaps between one division to other division   3) not having good head

1) Monitoring progress is not given priority

2) Planning Engineer who is supposed to report progress regularly to Project Manager is not supportive.

3) Contractual issues and delays are not given resolution in a timely manner

lack of communication skills, poor stake-holders management, third but not least variations in project charter in a broad spectrum.

Here are some of the main reasons why projects fail:

The wrong business requirements have been addressed.

It's not possible to deliver the business case.

Governance is poor.

Implementation is poor.

People lose focus on the project's benefits

Projects are based on a list of benefits that must be delivered. For example, you may need a faster customer service process, you may need to produce products more cheaply, or you may need to improve the quality of your service. These benefit statements should be refined so that they're clear, concise, and quantified.

From these benefit statements, a set of "things to do" is generated. For example, you may need to consult customers, redesign products, or implement a new system. The outcome of this is a business case   document that analyzes the project in terms of costs, and of the benefits will be delivered.

The project team then focuses on detailed planning, and on delivering the line items in the project plan – building a new system, developing training packs, mapping out new processes, and so on. At this stage, the team may forget about the benefit requirements.

This often results in a project deliverable that's well built, but doesn't provide the necessary benefits. For example, if the project plan focuses on designing and building a system, you could get a fantastic system, but one that's not being used by the business.

To avoid this problem, adopt a benefits management   approach throughout the life of the project, and remember the need to deliver the required benefits when you're planning and delivering your project.

The environment changes

This is probably the trickiest area. If the business's needs change, then your business case can become outdated before you've actually completed the project. You may have to review your original requirements and goals partway through the project to decide how to proceed, and this may result in changing the scope of your project – or even canceling the project altogether!

If you're working in an environment that's changing fast, you can help reduce the risks by doing the following:

• Making timely decisions – If the project is clearly not going to be able to deliver the revised requirements, don't ignore this. The sooner you communicate this, and the sooner you make a decision about the project's future, the better.
• Considering smaller projects – It's more difficult to change direction in a large cruise ship than in a tugboat. So, think about whether a proposed project's scope and delivery timeline are appropriate within your business environment. Delivering projects in smaller pieces is not always appropriate, but it's worth considering.
• Managing expectations – Just because you cancel a project does not automatically mean that the project is considered a failure. This depends on many factors, including how you manage the involvement of key project stakeholders in the decision-making process.

For a project to be successful, it's not enough simply to manage your project competently, and deliver a good quality product. To avoid failure, make sure you have identified the right business requirements, created an achievable business case, put strong project governance into place, managed a high-quality implementation, focused on benefits, and monitored your changing environment.

Above all, be sure to manage the expectations of your stakeholders, so that they stay supportive. After all, these are the people who will declare your project to be successful – or otherwise.