Every little bit helps in sniffing out projects that are destined for trouble. You would think that with 10+ years of project success data from Standish and others, we would have collectively improved things significantly. This is not the case. So, I read with interest Paul Shoemaker and George Day’s article in the Spring 2009 MIT Sloan Management Review called How to Make Sense of Weak Signals with an eye toward applying these ideas to ...
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