And finally, a significant amount of this change is internal or abdicated externally. Let me summarise this for you without the jargon. You have a project in which some of the actual project work is going to be defining the goal or proving the technology or method where progress is not obvious or measurable and can get bogged down either in internal politics or indifference or in contractual wrangling. Secondly, IT projects are doomed because the key groups of stakeholders are either unrealistic optimists or unclear 'ignoramuses'. The stakeholders who have to live with the outcomes, referred to as 'users' or 'the business' fall into the second category, whilst the leaders and team members fall into the first.
New technology attracts optimists and marginalises luddites.
Technology development in a fast changing world is bound to be difficult. It is also likely to attract people who believe in opportunities - who believe that things can work out. This is the problem. A standard team profiling or leadership profiling questionnaire of project leaders and team members identifies Doers, Solvers, Checkers and so on. But in addition, it should look for Optimists, and Dreamers.