Management attention declines over time once the project has started. The client believes that the project is on course because the progress reports are positive to start with.
This misconception stems from the assumption that risks primarily arise at the beginning of a complex project as it experiences initial acceptance problems, but that these decline as progress is made. This means that management attention can be reduced over time. In fact, the opposite is the case. As things become more concrete, the risks increase because resistance to the project grows.