It's interesting to take the counterfactual, what it looks like when large projects are run poorly. The answer often looks like: * Poorly defined goals / defin

It's interesting to take the counterfactual, what it looks like when large projects are run poorly. The answer often looks like: * Poorly defined goals / definition of success * Overly-complex plans, slowly executed against * A focus on issues that aren't the real bottleneck * Large cost and time overruns * Project is eventually cancelled I've had the interesting experience of watching the same type of "transformation" project run twice at similar companies. In the first case, the project was bogged down to the extent that I genuinely updated to believe it wasn't possible to achieve. In the second case, I saw incredible progress / pace with a much smaller team, pushing on all the key points with the right planning, and learned some lessons I wish I'd known on take 1.