在项目管理中的五个常见缺陷中，定义不足和规划不足占据了最高位置（Cleland and Ireland，2010）。在项目团队计划工作分配和工作分解结构时，又出现并描述了不良项目管理的另一种情况。当时，由于必须真正包含在具体项目中的工作，出现了很多冲突和分歧。例如，当测试软件，培训用户和文档等主题出现时，一些人认为这些主题需要作为项目的一部分来解决，而其他人则认为客户并不特别要求这些东西，因此他们不应该包含在项目中。据了解，项目组创建了WBS;因此，项目的范围有很多混乱。尽管在WBS的会议上，项目团队对于需要更多工作的项目有一些很棒的创意，但是没有明确规划时间表和预算。整个问题都是围绕项目经理无法澄清项目范围的问题展开的。
Out of the five highly common flaws in project management, insufficient definition and inadequate planning hold the top position (Cleland and Ireland, 2010). One more situation that occurred and depicted the poor project management was when the project team was planning the work allotment and WBS. At that time, there were lots of clashes and disagreements because of the work that had to be really included in the specific project. For instance when the topics of testing the software, training the users and documentation arose, a few people thought that these topics need to be addressed as a part of the project whereas other people thought that the client is not particularly asking for these things therefore they should not be included in the project. It was seen that the project teams created the WBS; therefore, there were lots of confusions regarding the scope of the project. Even though in the meetings for WBS, the project team had a few great creative ideas for project that would need more work, however there was no clear specification of the schedule and budget. The whole of the issue was revolving around the inability of the project manager to clarify the scope of the project.