I think that the principle reason is that these projects involved significant change and most people would rather spend money than change. If you recall my item on readiness, these projects often go well beyond the organizations readiness to change. A while ago, a financial institution embarked on project to improve customer service by giving all customer-facing people access to all customer information. A great idea and the IT person who took the lead on this project made compelling arguments about how much the project would improve customer service. The project would cost millions of dollars and take considerable time. Our advice was to try it out in one branch before embarking on this huge project by implementing a working prototype. We used a front end that with some difficulty accessed all the data needed and made it available. We selected a branch and tried it out. The individual people in the branch responsible for each aspect of the operation revolted. No way were they going to allow other people in the branch access to their data! The prototype never went into operation.
Can you imagine if we had embarked on the huge project without dealing with this fundamental issue; another failed big project. We lose so much potential in the promise of IT because we do not consider the capability of people to change. I think our whole industry fails to help people change effectively. I challenge us all to learn how to help organizations make better use of all the valuable data in their organization to make better decisions. Who are the people ready to answer the challenge? How many great ideas die because of the lack of skill we have in introducing change to an organization?