1. When people in the team stop taking ownership of ideas, events, and sub-projects
2. When members of the team are confused about their roles
3. When there is a lack of transparency among the team members
4. When members develop insecurity and a culture of backbiting in the team
5. When the team is trying to solve multiple problems in a diffused manner
6. When the tools and mechanisms of exercising authority and establishing accountability are missing among team members
7. When the organization is top heavy
8. When the team members do not take pride in the work they do
9. When the leadership is not able to appreciate the complexities of the task
10. Lastly, when the processes are given too much attention or they are ignored
Interestingly, most of these things are commonly observed in e-governance projects. Consequently, most e-governance projects fail in the implementation or operation phase.
Substantiating this further,
1. When the decision-makers stop attending regular team meetings, consider the project doomed.
2. When the leadership gives inconsistent direction to the subordinate members.
3. When the members of the team do not know about each other work
4. When members discuss people more than ideas and events and there is in-group outgroup culture developed in the team
5. When the requirements are received in an ad-hoc manner and consistency in the end objective is missing
6. When the standard tools for work reporting, task allocation, and monitoring are not in place
7. When more team members do not know excel and ppt than the team members who know it
8. When members ridicule the project on which they are working
9. When leadership trivializes the task of subordinates and the implementation team
10. When the documentation, bureaucratic approvals, and reporting act as an overhead to the strategy of trial and error, and fail fast strategy
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