Recently I have had the pleasure (very tongue and cheek) of having to discuss why several projects failed even though they had followed the process precisely.  Looking at the “evidence” unearthed during a post-implementation review it was readily apparent that all of the projects had gone off track early in their life cycles.  Schedules and change logs painted a picture of missed dates (missed a day at a time) and scope creep.  The process of logging changes and monitoring progress were followed however no one had reacted to the problems until it was too late to do anything about them.  It was almost as if by following the process the project managers, team leaders and sponsors traded in their need to think for following the process. Why do well meaning people miss the warning signs of projects coming off track?  Missed warning signs are even more troubling when mechanisms are built to identify those types of issues.  There are many reasons that projects get in trouble.  Issues include lack of training, no monitoring processes, basic incompetence, malfeasance or more times than not simple myopia.  One simple type of myopia binds us to the belief that any obstacle can be overcome in the time and budget available (and usually without anyone knowing).  The belief in the ability to overcome any obstacle is a core tenant of the psyche of the average IT worker.  Regardless of the advent of defined and repeatable processes the hero mentality is still runs deep.  This mentality is buttressed by managers whose success is based on heroism.  Many organizations see the dichotomy between heroism and process as a catch 22. Heroism and defined processes can and should coexist.  Delivering the best results stems from a ‘can do’ attitude enabled by defined processes.  For any of this to work; to deliver projects on time and on budget both heroism and processes must be tempered by untainted oversight and guidance.  Help can only be available if a problem is recognized, help asked for and accepted.  No amount of process or heroism will be useful IF YOU DO NOT RECOGNIZE you have a problem.  Getting worked done is everyone’s responsibility; however someone must play the role of leader and project manager to avoid the knowledge gaps that can develop increasing the chance of both your personal failure and project failure.