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...... Eventually, the final project at Verizon was realized at its fullest scope. There was an elimination of the need for a resource-draining, in-house application designed for keeping track of labels, and a more tightly controlled promotion model that allows developers and managers to know that software builds and deployments are accurate and complete was created (MKS: Case StudyVerizon Wireless, 2004, MKS). Processes were subject to more standardization with more uniform codes, now sandboxes that permitted multiple developers to edit same file simultaneously and the enhanced communication between IT project teams created cost savings despite the time devoted realizing the completion of the project (MKS: Case StudyVerizon Wireless, 2004, MKS). The scope of the project did not alter so much as it suffered from a time frame that had expanded. Frustrations regarding technological difficulties with mixed operating systems and constructing a uniform code and scheduling approach, and also the need to call in outside consultants increased the budget of the project created further losses, financially and in terms of good will
Although the final project was successful, more effective use of the knowledge provided by change management studies would have been helpful. The resistance of IT professionals, unwilling to

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