What are the two common problems in project management mentioned?

What are the two common problems in project management mentioned?

• A. Budget overruns and late delivery
• B. Scope creep and mismatch of methods and approach to the project or the client.
• C. Lack of stakeholder approvals
• D. Poor risk assessment

Answer: (B)

In project management, two very common trouble spots are scope creep and a mismatch between how the work is done and what the project or client actually needs. Scope creep happens when the project keeps growing beyond its original boundaries—new features, requirements, or tasks get added without formal change control. This quietly multiplies the workload, leading to delays, higher costs, and stretched resources because the baseline plan no longer reflects what was agreed. The other issue is a mismatch of methods and approach, meaning the chosen delivery method, processes, or governance don’t fit the project’s complexity or the client’s way of working. When the approach isn’t aligned with reality, teams waste time using the wrong tools or structures, misunderstand expectations, and struggle to deliver value in a way the client can accept. Together, these two problems explain many project derailments: expanding scope without proper control drives schedule and budget pressures, while an ill-suited execution approach creates friction and inefficiency. While other problems like lack of stakeholder approvals or poor risk assessment are serious, they’re separate issues and don’t capture the paired pattern described here.

In project management, two very common trouble spots are scope creep and a mismatch between how the work is done and what the project or client actually needs. Scope creep happens when the project keeps growing beyond its original boundaries—new features, requirements, or tasks get added without formal change control. This quietly multiplies the workload, leading to delays, higher costs, and stretched resources because the baseline plan no longer reflects what was agreed.

The other issue is a mismatch of methods and approach, meaning the chosen delivery method, processes, or governance don’t fit the project’s complexity or the client’s way of working. When the approach isn’t aligned with reality, teams waste time using the wrong tools or structures, misunderstand expectations, and struggle to deliver value in a way the client can accept.

Together, these two problems explain many project derailments: expanding scope without proper control drives schedule and budget pressures, while an ill-suited execution approach creates friction and inefficiency. While other problems like lack of stakeholder approvals or poor risk assessment are serious, they’re separate issues and don’t capture the paired pattern described here.