Managers buy into the vision of investing in IT to better enable their companies’ key capabilities. Their vision ranges from achieving increased process capabilities and reduced costs to improved customer satisfaction an increased market share. One of the main obstacles that I have experienced over the years as the result of working with organizations, is management’s underestimation of how non-technology factors impact an IT project’s eventual success. An example of a non-technology factor is empowerment and active participation of key process owners in the change management process. Yes, that’s right, IT projects are really change management initiatives and unless the right stakeholders are not at the table and are not empowered to make tough decisions, then management can be pretty much assured from the get go that desired results will not be achieved!