Faced with a major software project that was going wrong, the CIO of New South Wales' water authority quickly reorganized development around incremental steps and short-term milestones. When I walked in the door at Water New South Wales two years ago, we had a waterfall implementation of an ERP system underway - a traditional IT project with 5,000 lines of requirements. The project had been going for 18 months and had yet to deliver anything of substance and the Board was in the mood to cancel the whole thing. THINK SMALL The vendor's preference to lock themselves away and interpret the requirements without adequate engagement with the business just built significant risk. Needless to say, when software was delivered, it was not what the business wanted. 61