ResourcesWhite paper
Why technology projects fail before they start
Most programs that go wrong were set up to. Not by bad software or a weak partner, but by decisions nobody was given the right to make. An essay on decision rights, sign-off, scope and the executive sponsor's real job.
In short
- Every important decision needs one person who makes it.
- The sponsor's job is to break ties, protect time and say no.
- Someone on your side must own the program day to day.
- Agree what "done" means before you agree a date.
- Scope changes go through one door, with a cost attached.
ForAnyone setting up, sponsoring or approving a programTime to readAbout 25 minutesUse itBefore the program kicks off, or when it stalls
- The decisions nobody made
- Four decisions that need an owner
- The executive sponsor's real job
- The owner on your side, and sign-off
- Scope authority and saying no
- A one-page decision-rights grid
Rather talk it through?
A 30-minute conversation about your systems and what's getting in the way. You leave knowing what would help.