A project can seem successful, but if it doesn't achieve its strategic objective, it ultimately fails.

Working with both national and international clients in the twelve years following graduation, I saw two ultimate reasons for project failure. One of them was the poor definition of the expected project result (especially in case of internal projects), and the other one was the inappropriate use of contracting out projects. These two, apparently different issues are interrelated. Since contracting out a work implies the allocation of risks and responsibilities between the parties, inappropriate definition of the expected project result does not make possible to contract out projects reliably. Appropriate definition of the project ...

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