From my consulting industry’s selfish perspective, I’d love to tell you that big, complex enterprise-wide [software] implementations offer the greatest chance for success. I can’t. An overly ambitious project scope or implementation schedule is the most frequent problem I see in stalled projects. Certainly, some of that excess resulted from senior managers aggressively responding to competitive pressures. Others, I came to learn, grew in size to justify IT expenditure.Too many consulting companies love huge projects where they can suck every possible dollar out of the customer’s wallet. How refreshing to see a consultant describe the truth: smaller, controlled projects are generally more successful than huge megaliths, which are almost certainly doomed to fail.