A full year into a projected three-year long $300 million IT development project, the responsible executives discovered that their management team could not tell them when they would finish, nor what the final bill would be. The project was to change change retail banking architecture and operations, including statements, call center operations, branch banking, and ATM applications. After an intervention that lasted several months, in which none of the technical team of 500 already on the project needed to be removed, Citibank delivered on a slightly extended schedule that was acceptable to senior bank management, within their budget, and produced satisfied customers.