Contract negotiation and on we go

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.

Programmes are the reason so many projects are deemed to have failed.

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.