A lot of the time, project managers don't put all the theory they've learnt into practice. Despite knowing that it's best to have kick-off meetings, regularly scheduled status reports, or meetings to reallocate human resources, they choose to avoid doing all of these known best practices in favour of just getting what they're working on done. In the interest of just starting work on the project, too many managers fail to analyse the plan of action and keep up to speed on how the project is by scheduling meetings to check on the status of specific subsections of the project.
Typically, this leads to the project meandering where it could have gone steadily. Sometimes, these regular meetings can point out flaws where a subordinate is not being used at his full potential. For instance, someone who went through MCIPT training could be accidentally working on a Python application on a Linux machine. Mistakes happen, and keeping a close eye on the progress of a venture can point out the silliest of flaws that could dangerous delay the project if not fixed early. Stick to good management practices, there's a reason they're called that.