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Niels Groen suggests it is time for a change of paradigm for government IT projects.  In May 2015 the Dutch government terminated a record failure IT project, after it had consumed almost 1 billion Euros. IT projects going wrong has been a worldwide headache for decades. Studies and experience teach us that such projects are unlikely to go from A to B in a straight line. Things can and will go wrong. However, ineffectiveness is often not acknowledged in time. When it eventually is, commitment to the failing course of action is already too high in terms of money and reputation. So we muddle through. Project management has become so focussed on planning sure success, that we often turn blind for the contingencies of projects that are too complex to be fully controllable. Samuel Johnson stated that those who can be blamed for the fewest faults are usually those who are willing to admit them the quickest.

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Subject Matter

Emotional Maturity

About the Contributor:

Attributed Author

Niels Groen

Niels Groen is senior consultant at BlinkLane Consulting, the Netherlands. He has extensive experience as an advisor for clients in the private and public sector, assisting on strategy, effective program and project organizations, and business agility. Niels holds a PhD in governance, based on his research on escalating public IT-projects.
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