There is an epidemic of malpractice in the project world. Executives are told to accept failure,
and that's exactly what they're getting on a regular basis.
This paper demonstrates why project leaders cannot accept this climate of failure. Instead,
we outline how to cultivate a culture of project perfection.
We provide a perspective on project success that accounts for the inevitable real-world realities
of scope creep, variances and even wholly abandoned projects. For the purposes of this discussion,
perfection means having everything optimized and under enough control that you have eliminated the
abject failures that can hold an organization hostage.