-"The urge to just deliver the PART that belongs to ME", often affects the quality and as a consequence increases the number change requirements. Big consultancies often benefit greatly from this.
In the scenarios where the companies are reducing workforce, a PM also needs to take into account that the professional workers often leave the company, even before personnel reductions are apparent. This also can create an illusion of the project team being highly skillful, although the unofficial support mechanisms have disappeared.
The phenomenon, as I see it has increased the last 4 years, and I feel that this seriously affects the style needed for delivering a project.
In closing, this type of projects have many levels of satisfaction, where for someone a good job delivered might not be so "good". Also, one might say "the customer satisfaction" should be high ! However, WHO is the customer when the program manager / PM can belong to another company than the business owner and the deliveries in the end becomes a political game between the delivery firms.
Then, who should the PM serve ?
This forces the project manager into silo thinking, regardless of quality, as it otherwise can turn out to be financially risky for the PM.