and mitigating risk via high level Assumptions. Their actions are also often driven by competitive “sales pricing” pressures. c. Known compared to be discovered requirements - there is also inadequacy in finding a mutual Customer – Supplier understanding or balance between scoping known Requirements and to be discovered transformation and the risk and costs associated with this. There is a call broadly for partnering engagement and a deeper pre-Solution selection due diligence (collaborative discovery based on a Customer’s willingness to pay some Supplier resourcing cost in what is a pre-selection time). 2. Delivery phase: In relation to the areas of planning, people, development and change management, the following insights were discerned: a. Project Scheduling - often over-ambitious in its shaping. b. Resource capacity planning, role scope and performance quality: • For Customer and Supplier personnel often inadequate. • For the Supplier team, from the start, team resources need to know clearly role description and expected outputs. If Supplier personnel changes, there can be problems with continuity and quality of work and variances in skills. • Customer management of their service providers (involved in an IT Project) can also be inadequate. c. Agile or Waterfall development method? • Cautious optimism that Agile de-risks and improves IT Project outcomes for smaller or medium sized IT Projects. For complex Deployments into Production, Waterfall including its traditional governance processes remains the preferred approach. • For Agile, all stakeholders need better understanding and training for the roles undertaken. In particular, a Customer needs more effective resourcing, stakeholder engagement and decision making and both Customer and Supplier need to find a better