If the Project manager rarely sees the battlefield, and spends his time constructing fantasy plans without ever checking with reality and assuming that things will stay the same, then imagine how far removed the average programme manager is.
Some failures are just good managers failing to hit ridiculous targets. Others are driven by unspoken politics, many are caused by inability to define business goals, let alone requirements.
A five year study in Europe was enlightening.
A shock for the project manager
In the last instalment we discussed the way in which a vendor had been chosen that near total disregard for the goals of the project in the course of making that decision. Now we will look at what happened after the decision was made.