I’ve reviewed hundreds of software contracts over the years. The ones that end up in disputes almost always share one feature: a vague Statement of Work. The SOW looked fine when everyone signed it. Both sides felt good about the partnership. Then six months in,...
I’ve watched executives sign IT contracts they shouldn’t have signed. The vendor presentation was compelling. The sales team answered every question. The timeline felt urgent. So they signed. Six months later, the project is 46% over schedule, 75% over...
I’ve watched too many executives sign vendor contracts based on confidence rather than evidence. The vendor presents a timeline. The board expects certainty. You’re caught in the middle, trying to determine if what you’re being sold is actually...
I’ve spent nearly three decades watching IT projects collapse. Not because the technology was impossible. Not because the team was incompetent. Not because requirements changed halfway through. The failure was already there. In the contract. In the plan. In the...
I’ve reviewed hundreds of Statements of Work over the years, and I can spot an overestimated SOW from across the room. The vendor quotes six months when the work should take three. The budget balloons to $500K when similar projects cost $300K. The scope feels...
I’ve spent years watching organizations rebrand their dysfunction. They change “Project Manager” to “Scrum Master.” They swap “requirements documents” for “user stories.” They start calling their status meetings...
