3. Who was responsible for the governance (project management and oversight)? Who should have been responsible? As such, NOMIS was aligned to the strategic objectives of the organization. But the lack of any project-program plan and the failure to define the link between the project and the program led to NOMIS being regarded as an independent IT project rather than as a part of an IT-enabled business change program.

The project failed.

The poorly defined link between the NOMIS project and the key strategic priorities of the NOMS was one partial cause of the project’s failure. Other reasons for the project’s failure were rather common.