It's interesting to take the counterfactual, what it looks like when large projects are run poorly. The answer often looks like:<p>* Poorly defined goals / definition of success<p>* Overly-complex plans, slowly executed against<p>* A focus on issues that aren't the real bottleneck<p>* Large cost and time overruns<p>* Project is eventually cancelled<p>I've had the interesting experience of watching the same type of "transformation" project run twice at similar companies. In the first case, the project was bogged down to the extent that I genuinely updated to believe it wasn't possible to achieve. In the second case, I saw incredible progress / pace with a much smaller team, pushing on all the key points with the right planning, and learned some lessons I wish I'd known on take 1.