Part 5/9:
Weak Management and Oversight: While management is essential, many large projects are laden with bureaucracy that fosters ineffectiveness. This can lead to superficial governance where contractors are not held accountable, undermining the true objective of delivering valuable software.
Isolation of Project Elements: Government departments sometimes treat components of a project as isolated tasks rather than holistic transformations. For example, the UK government’s failed project to coordinate Fire and Rescue Services exemplifies this. Initially proposed as a straightforward solution, it neglected user engagement, proving detrimental to project success.