A major issue found in both projects is that both projects had contracts signed before the correct company procedures were executed. This meant that project developers began projects unprepared and uncertain about certain aspects of the project. Both projects lacked change management, which meant the impact of those changes was underestimated, which is ultimately why both projects did not complete on their planned date or go-live date. Completion dates have changed not only due to underestimation of the impact of changes, but also due to the push towards newer technologies that have not been tested or proven before and due to insufficient skills and knowledge of the project team and the inexperience of project leaders on such large projects. There were many lessons learned from the failure of the INCIS project that could have been applied to Novopay. Some of the most important lessons learned concern change management planning, monitoring and reporting, risk management, adequacy of resources and contracting. INCIS has not prepared the change management phases to avoid that the project became too complex and did not foresee that the changes would also affect the scope of the project. Similarly, Novopay also had change management problems: no change management roles had been prepared, so the project developers did not know which process to follow. Monitoring and reporting were not done very effectively in both projects, there was no structure for approval and continuous monitoring of the projects to ensure the quality of the project was up to par