ABSTRACT
This conclusion covers closing thoughts of key concepts discussed in preceding chapters of this book. The book asserts that poor business leadership is the major cause of IT project failure. If one can develop a network of informal leaders all over the project, they will act as the glue that keeps a project on track when things go wrong and processes fail for reasons beyond their control. Even if one loses a crucial player, they will have a strong team of leaders to guide them home. John Katter advocates establishment of a guiding coalition and a volunteer army on a more formal footing with the difference instead of simply nurturing and encouraging an informal team of leaders. His advice is applied to medium-sized to large projects, as well as organisations. The success of larger projects depends on having leaders, who share one's vision, in the centres of expertise that are spread across business functions, IT supplier and partners outside organisation.
