IT projects continues to run over time and over budget, resulting in systems that do not match business or end-user requirements, ot stall before they are finished. In contrast, traditional engineering projects show lower rate of failures. In fact, traditional engineering projects have around for centuries and are better understood. IT projects have their own inherent weaknesses (such as invisibility, complexity, dynamic nature, difficulty regarding estimation, intangibility, regular upgrades, inability to add people on a delayed project and training requirements) as well as strengths (flexibility, mobility, replication, scalability, reusability of components and possibility of using prototypes) that requires careful attention. The only possible fault one can call common to all failures in inadequate, to a greater or lesser extent, management of those projects manager responsible. In mitigation, the design and implementation of IT systems is horrendously complicated, involving highly complex matrix of technologies and business interdependencies which are shifting at different relates across several management planes. But that is still no excuses for such failures. The reasons IT projects fails, to whatever extent, remain the same as always: the inability to specify user requirements, manage the number of requested changes, or limit the scope of change as the project progresses. There are many other issues behind failed projects, including in-house politics, deadline-centric cultures and new legislation emerging during the project.

Describe how the weaknesses, as mentioned in the case study associated with IT projects may affect their success.