A common misconception is that technology can solve problems. Very often, the people and
processes involved have significant impacts on the success or failure of a particular piece of technology
in addressing a problem. This case is a classic example of how not to manage a technology project.
It describes how a client, a vendor, and a sub-vendor exercised poor judgment in dealing with one
another in applying client-server technology to a project of mammoth proportions. In the end, there
were no real winners and the project, which came close to abortion, is now progressing to a slow finish,
many valuable months and dollars behind what were originally estimated