By focusing attention on potential problems early and providing a well-understood process, it can actually ease pressures and facilitate innovation. Skipping those steps is a sure-fire formula for delays, cost growth and failure. Take, for example, the step of identifying project risks. Once risks are identified, you can work toward preventing or mitigating them. You won't identify everything that will go wrong, but you will ultimately save time and reserve your energies for the few risks you didn't anticipate.
Some critics argue that project management is inappropriate for IT projects.
Heed their warnings. Although much of the traditional methodology applies to IT projects, significant differences exist between building systems and software and constructing bridges and buildings. If your concern is IT, make sure you find the right approach. Finally, you will encounter those who argue that project management simply does not apply to the huge, complicated projects so often found in the federal government. The reverse is actually true.