Abstract
A contributing cause to the too-frequent failures of large, complex information technology (IT) projects is the inability of standard project management practices to deal with the effects of rapid technological change. Rapid change creates significant uncertainties that can blindside the most cautious project managers. Based on a long history of working with these kinds of projects, we examine the characteristics that make some projects susceptible to these effects. Then, using illustrations drawn from Project Renew, a multiyear US federal agency IT modernization effort, we present some techniques that go beyond traditional project management practices to help managers of large, complex IT projects deal more successfully with the effects of rapid technological change.
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