The successful IT project enjoys continuous, high-level support. The majority of all types of success stories involve either an agency head or a CIO or equivalent as both initiator and decisionmaker. In addition, the extent to which the same senior manager is involved in all phases of the project significantly increases the prospect for success, particularly those involving multi-year systems development activities. While strong senior management support as a key ingredient to successful management change is almost a truism, such support must be not only strong but continuous. There must be commitment and follow-through -- not only in the early stages, but throughout implementation. [Paragraph excerpted from Preface.]

During the conduct of the study, one aspect exhibited by every one of the nominated IT programs was strong leadership. Sometimes it was the CIO who exerted the leadership and at others it was instilled by the direct involvement of the senior commander. In every successful case, leadership involvement was absolutely critical, but that did not mean an environment of micromanagement, where every move was observed and evaluated. Rather, the leaders created environments of active support for the program managers and their staffs. The subordinates and employees subsequently wanted to be successful and were left to create solutions, rather than having solutions force-fed to them. The result was that those charged with creating and implementing the solutions felt empowered to do so and therefore were able to get the support of their employees for the project. In the final analysis, there was a marked degree of enthusiasm apparent in all the individuals involved in the programs; all felt themselves to be an integral part of the success of the program. [Paragraph excerpted from Executive Summary.]

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