Anticlue

The biggest problem I have with detailed risk analysis is that invariably many of the biggest risks are caused by the project's sponsor (ie, the boss). Putting a list of reasons why the project you are currently on under the nose of the guy/gal responsible for paying the bill always feels like a good way to get myself fired.

So, while I still do risk analysis to help control a project, I'm very careful who I share it with. The only time I share it with the sponsor is when I can get the sponsor to co-author it and maintain it. You'll never see "Unrealistic schedules or budgets" or "Lack of Sponsor committment" on those lists.

What about boredom & apathy of staff and internal sabotage (intentional scope creep to slow your peer down, etc)? You may have plenty of staff but if they don't care about the project and are milking the employer until they find better jobs then they will have much lower productivity and will find things to do to slow the process down.

Lack of incentives can turn into apathy too.

Scope Creep or Gold plating is a killer to a project. The best way to handle that is allow the team to come up with ideas and suggestions. Have the team understand that this will add either days or money to the project. Then this needs to be approved by a leadership or executive committee, with the understanding of the affect. If the saboteur believes the document is not effective, they can always voluteer to do the work themselves and be on budget and on time.