These are details. The main problem with large projects is that they become complex political games across umpteen divisions. It&#x27;s futile to think about how you should deliver X functionality if nobody can tell you exactly what this functionality is, who will be forced to use it for what task, and whether these conditions will change in 3 months. The result is an orgy of meetings and committees producing directives that are all over the place, and where interested parties can easily sneak in their own pork and&#x2F;or agenda.<p>Any IT project above £100,000 should have a clear line of command, the power to overrule any workflow or operational convention with very little discussion, and freedom to engage in localized feedback cycles without formalized oversight. Pick small and tightly-knit IT&#x2F;dev teams that can guerrilla their way through the organization with blessed impunity, and just let them loose.