ford91exploder
Resident Curmudgeon
It is a well-studied phenomenon that a great number of ICT projects are delivered over budget, past deadline, without realising their goals.
If you pay me $85k, I'll tell you why. (Hints: set clear goals, appoint non-ICT management as the head of the project, set up a seprate project for every goal)
It is not just Disney. They all fall for very predictable - if fiendishly difficult to avoid - trappings:
http://www.infoq.com/news/2011/10/risky-it-projects
Notice the common themes here, Consultants, Buzzword compliance, Executive control of project with no experience in the field. I've spent a career cleaning up messes like these and they are becoming increasingly common as IT functions are outsourced so the business knowledge of WHY something was done in the past has been lost.
I have seen too many companies fail because they took on overambitious IT projects and executives made design decisions that their technical teams told them NOT to do and the project and company failed.
A classic example of this was the Challenger disaster Engineers told NASA leadership NOT to launch but mgmt told the engineers they did not know what they were talking about (tragically turned out they DID know what they were talking about)
Another example of a failed IT upgrade is the IRS new system 5.5 billion down the drain and system was scrapped because it could not be fixed, Once again consultants and buzzword compliance rather than sound engineering ruled the day