understanding concerning Budget, Requirements prioritisation and the scale of Sprints. d. Change Control Procedure: • Materially problematic leading to disagreement as to what is in scope for an agreed change to the Solution and what is out of scope. • When a dispute crystallises, the audit review of the Change Requests (documented project and contractual) can be incomplete and a source of conflict itself. 3. Governance and measuring success These are the two main overarching elements in relation to the above specific activities: a. Governance: • A dominant theme is the need for it to be effective and active in both the IT project procurement and delivery phases. • For both phases, from commencement the nature of governance engagement (motivated and understanding context and what is required) and the skills and experience levels (communication, leading, resolving, guiding and ensuring correct and satisfactory business outcomes) are all critical to IT Project success. • Specifically, in IT Project governance processes, it was highlighted that failures to escalate, or, when escalated, poor contribution or reaction based on inadequate or misleading information (eg between stakeholders in a customer – prime supplier–subcontractor context) contributed as a cause of material misalignments. b. Measuring success: • For IT Projects there is a need for evolution in how success is measured. • Highlighted is a lack of continuous coordination with business stakeholders and Users, with reliance often placed on the limited traditional Iron Triangle measure. • Advocacy, from commencement, for measurement of an IT Project’s success driven by consistent leadership and based on KPIs, accountability and fully scoped business outcomes and processes (continuously monitored) was identified as something that was required.