4. Dr. Cliff Mitchell, senior fellow and deputy director of the BP Managing Projects Programme at the Manchester Business School at the University of Manchester, stated:

“We naturally believe we can achieve more, in less time, than historical data demonstrate. There is also a Western bias towards unrealistic macho management: we can get it done—we just need to drive harder.” To what extent, if any, did the human dynamics mentioned by Dr. Mitchell play a role in the NOMIS project failure? Explain your answer. 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.