Projects often get into trouble because their underlying assumptions change. The healthcare company Oxford Health lost $3.4b in stock market value (and almost its entire business) in one day because it assumed its homegrown corporate financial system could support its rapid business growth.
Article
Ignore the Project Context at Your Own Risk
Posted July 31, 2002 | Leadership | Leadership |
About The Author
Robert N. Charette is a Cutter Fellow and a member of Arthur D. Little’s AMP open consulting network. He is also President of ITABHI Corporation and Managing Director of the Decision Empowerment Institute. With over 40 years’ experience in a wide variety of technology and management positions, Dr. Charette is recognized as an international authority and pioneer regarding IT and systems risk management. Along with being a Contributing Editor to… Read More
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