Interesting post. This struck me:
Lists of common failures perceived from observation of these accident scenes can inform the bigger strategic planning picture, but these ?accidents? typically occur after the project is being rolled out and occur relatively late in the execution cycle.
I'd argue that many "Enterprise 1.0" projects suffered from issues identified (or not) late in the process. As I'm sure you know, Agile development methods allow problems to be identified much earlier in projects compared to Waterfall-based projects. Many organizations, such as CapitalOne, have embraced Agile methods and have seen concrete results. At a minimum, they have avoided failure typically associated with "big bang" projects.
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