Unparseable plans. The more accurate the gantt chart, the more detail is required. The more detailed the gantt chart, the more unparseable it becomes for anyone other than the PM.
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Unrealistic versus unmanageable links. The better the task linking, the less manageable it becomes for the PM. Real world task dependencies happen at low levels in the task hierarchy, but linking at low levels is unmanageable. Linking at high levels in the task hierarchy is manageable but rarely realistic. PM’s are caught between inaccurate oversimplification and time-sucking complexity.
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Sclerosis. Task links are sclerotic. It’s hard to make significant changes to highly-linked project plans without wholesale surgical intervention, which requires significant effort.
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Critical chain fallacy. Despite the “can’t have a baby in less than nine months” mentality promulgated by critical chain advocates, projects are almost always capacity-limited not critical-chain limited.
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