## 5 Discussion
The project management team in Project 1, for example, adopted a bottom-up perspective in developing the retrospective DT application (Figure 4). Data were collected from a range of corporate information systems, linking and aggregating it via digital thread and data warehouse technologies, which was then made available for the DT simulation. The output data from the DT were then used for further analysis using a range of analytics tools, including Power BI. The ISO model [28] (Figure 2), however, takes a different approach, focusing on shop floor production processes (level one), collecting data from them (level 2), building the simulation (level three), theoutputs from which are then used in a range of existing corporate systems (level four). The business modelling approach of [PERSON] et al. [32] (Figure 3) takes a different approach again but is essentially a progression of technology, process, and people factors (steps 5-8, 10 in Figure 3) with added actions to establish and verify a business case for the project (steps 1-4, 9). It reinforces conventional wisdom about the significance and interdependency of technology, people, and process issues in IT projects. In this context, the findings highlight the value of three interdependent digital \"properties\"--required for digitalization projects in general--which are of particular relevance to DT projects: workforce adaptability, technology manageability, and process agility. This builds upon the earlier work of [PERSON] et al. [25] and [PERSON] et al. [26] discussed above. More specifically, the projects studied here suggest a series of related smaller steps or actions that are needed to progress DT projects successfully (Figure 5). There are several aspects to workforce adaptability that impact DT projects. All three projects evidenced the value of strong sponsorship and leadership from an appropriate senior manager--the CFO, the CEO, and the Vice-President of Operations in these projects. Coordinated cross-departmental involvement is also necessary, either as a project team or working party or via a more informal arrangement based around the use-case testing. Either way, committed and coordinated input from a range of functions will be required. A range of skillsets, some of them possibly new to the company (particularly in the IT area) will also be required, which may involve using third-party contract support in the short term. Technology manageability implies that IT issues are adequately managed by the resources available and there is a sound and stable technology platform upon which to build. If the IT department is continually firefighting maintenance and other problems, it is unlikely to be successful in building a DT. Technology integration issues need to be addressed to provide the linkages and interfaces for sound and consistent data to populate the DT. This may involve the use of AASs, APIs, and webhooks, the development of a digital thread, and the use of a data warehouse as a staging post between feeder systems and the DT itself. The IT function, albeit possibly with third-party support, also needs the capabilities for use-case testing of the technology combinations involved in the DT project, and then to provide on-going support and maintenance. Figure 5: Template for digital twin project implementation. Process agility assumes the use of agile, flexible project management methods in the conduct of the use cases, which will probably involve a multi-functional team drawn from several departments (IT and users). The company must have the agility and political will to embed process change in existing working practices, in which the commitment of the project sponsor will be a key influencing factor. Process change will be a major contributor to driving through overall project benefits, typically from overheads reduction, better information, and improved customer service (internal or external).