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Lack of common understanding of project management model or model varies too much <br /> — Changing project management models often leads to negative results such as project <br /> managers may not be following the planning, scope activities, or review processes. Often the <br /> feedback to process owners or other relevant parties is not adequate and changes in scope or <br /> designs may be too limited for the intended project outcomes. Internal design questions may <br /> get directed to external customers rather than the internal contact, and issues that were <br /> resolved can get resurrected, which can lead to significant changes in scope. Occasionally, <br /> projects are derived from old plans or policies that might not be consistent with current plans <br /> and policies, which leads to goal conflicts. This issue was identified as a result or outcome. <br /> Acceptance of (adaptation to) complex external (political) factors — A commission or <br /> external group can define projects. However, it is up to the staff to resolve the implementation <br /> issues such as, planning, scoping, designing and constructing the project. The implementation <br /> will likely lead to conflicts related to the various divisions' purposes. Parks might want an area <br /> to be an open space where Transportation planned to locate a street. Often the resolutions of <br /> these internal conflicts become political instead of being resolved in an open environment. <br /> Leaders might negotiate issues in closed rooms or off line without disclosing their agreements to <br /> others involved in the process, which confuses and frustrates staff. External customers can <br /> create confusion by asking questions of various staff until they hear a favorable response, which <br /> creates problems for staff. This issue was identified as a result or outcome. <br />