To keep up with reality, approved plans need continuous adjustments to avoid misleading management or creating self-delusions. Most importantly, there must be a steady exchange in information between the systems organization and everyone else. Without continuous feedback the technologists will drift away from the business and misalignment will prevail. There are no resource commitments that can remain fixed as the scope of a project change and as new implementation problems surface. All cost estimates and schedules for technology investments are tentative targets.
Nobody can predict the extent of customer or employee resistance to business process innovations.
Resistance to change may come from hundreds of sources. Management may not be able to change operating procedures, despite best intentions. Implementation may run into difficulties in training the operators to the desired standards of performance. A previously disguised opposition from entrenched bureaucrats will scuttle even the best-laid plans. Whenever that happens, it will certainly not appear in the newspapers.