Whether creating a new product or service or upgrading an internal process or software application, all projects fundamentally represent a change to the way an organization does business. This change is represented by two components, the technical object being added or altered and the emotional acceptance and implementation of the new technical object by the workforce. While each change component is equally important to the project’s success, it is the later that often poses the most risk of failure. To reduce this risk and thereby increase the project’s likelihood of success requires strong line ownership especially on the part of executives and managers.
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