This document discusses the deliberate undermining of projects, known as project sabotage. It notes that while many factors can contribute to project failure, sabotage is underrecognized. The document outlines research finding high rates of IT project failures and challenges. It argues project managers should acknowledge the potential for non-beneficial project participants and address sabotage by analyzing stakeholders, understanding sabotage motives, and adapting governance strategies rather than solely focusing on structures or incompetence when projects fail. The key message is that project sabotage is real and project management needs to incorporate tools to identify and deal with sabotage, not just technical or human aspects of projects.