The concept was initiated by the VP, and he also elected to manage the project. This was the first issue that contributed to the project's failure because ultimately, his intentions were not in the best interest of the company. By this, I mean that he believed that the success of this project was going to set him above the rest of the executive staff, thus bolstering his career in the eyes of the company. This set the tone for the whole project plan because he kept the project details on a ‘need to know’ basis. He wanted to keep as much of the project details secret so that he could stage a big company reveal. In doing this, his focus was purely on the design, and he did not consider any risks, constraints or assumptions. Project managers give themselves the greatest chance for success if they prepare at the outset for how to minimize any associated negative consequences (Portny et al., 2009). The VP set himself up for failure by ignoring potentially negative consequences and focusing only on his personal gain. His narrow focus proved to be disastrous when he demonstrated his online community prototype to the entire company. His big reveal turned out to be a colossal flop.
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Kramer, B. E., & Sutton, M. M. (2009). Project management. John Wiley.