By not finding the PM first he was working from a disadvantage by not being able to facilitate the definition and planning phases of the project. This responsibility would have fallen directly on the TLT Santos because the PM directly reported to him. The next issue was the PM’s lack of knowledge in IT, coupled with being a newer PM and having such a high worth project needed full attention. He was also unaware of the complexity of the system that US Trust utilized, it was user-friendly, but it pulled data from several databases, which were being upgraded simultaneously. The aforementioned issues would have been the PM’s responsibilities to understand the importance of this particular project; he was brought in after he had an opportunity to select his own team that had the necessary expertise. In the future if a project is going to be a success there needs to be an identification of who the PM will be from the first day of planning. It is my opinion that this this where this project first fell down. There also seemed to be a lack of direction from the sponsor, Robert Sandberg, who would have been ultimately responsible for the success or failure of this project. There was a definitive lack of IT knowledge by the PM in this case; I would have brought in someone with the breadth of knowledge that had IT expertise in databases. Also, as stated in the case study Bank of America typically utilized the systems that worked