Our consultants explore the structural drivers behind software project failure—and how to prevent them. We publish practical analysis on IT contract risk, RFP design, governance frameworks, delivery feasibility, vendor dependency, and pre-signature decision control.
I've reviewed hundreds of project management plans over the years. Most read like methodology textbooks copied and pasted into a Word document. They describe Agile ceremonies. They reference PMBOK phases. They include org charts and RACI matrices that look impressive...
I've watched technical contracts fail for reasons that never appeared in the legal terms. The vendor delivered on time. The code worked. The documentation checked every box. But the relationship still collapsed under the weight of something nobody thought to measure:...
I've watched too many Agile proposals arrive on executive desks promising flexibility, speed, and innovation while quietly leaving scope undefined and accountability vague. The pitch sounds good. The methodology feels modern. But when you sign a fixed-price contract...
I've reviewed hundreds of vendor proposals over the years. The promises always sound the same. "We'll assign our top-tier talent to your project." "You'll have access to our senior architects and engineers." "Our team is fully committed to your success." Then you dig...
I've watched organizations treat security like optional insurance. They think about it after the contract is signed, after the vendor is onboarded, after the integration is complete. Then the breach happens. The average cost of a data breach hit $4.44 million in 2025....
Some contracts quietly concentrate control with the vendor. This post examines staffing substitution clauses, proprietary tooling, IP ownership structures, and transition restrictions that create long-term dependency risk. Executives will learn how to assess whether they retain operational leverage or surrender it. The article explains how dependency risk compounds during delays or disputes. It positions pre-signature review as essential to maintaining strategic flexibility beyond go-live.
I've watched software projects collapse under the weight of their own contracts. The failure often has nothing to do with technical capability or team talent. It comes down to something simpler and more insidious: the pricing model creates incentives that guarantee...
Most software Statements of Work read like love letters written during the honeymoon phase of a project. Everyone's optimistic. Everyone's collaborative. Everyone assumes good faith. Then the project hits a wall. Scope expands. Deadlines slip. Payments stop. And...
Organizations often receive wildly divergent vendor estimates with no way to judge what’s fair or realistic. This post explains how executives can benchmark proposals against historical data, complexity factors, and market pricing without disclosing their budget. It teaches how to normalize estimates by role cost, margin expectations, technology stack, and delivery model assumptions. We then show how to challenge high or low bids with data-driven questions that preserve leverage. The goal is not to hire the cheapest vendor — it’s to ensure the estimate reflects the true complexity and risk of the work.
Even strong vendors fail under weak governance. This article walks through a realistic failure scenario where missing escalation paths, unclear decision authority, and inconsistent reporting cadence allow small issues to escalate into major breakdowns. Executives will see how governance gaps undermine even technically competent teams. The post provides a blueprint for embedding accountability, structured reporting, and enforceable acceptance mechanisms into the contract. It reinforces that governance is risk containment, not bureaucracy.
This PDF guide exposes the hidden SOW risks that decide success or failure before work even starts—and shows you exactly what to look for, what to challenge, and what to fix while you still have leverage.