In the previous chapters, you learned what impossible projects are and why and how they are even created in the first place. Next, it makes sense to ask whether such projects can be effectively delivered and what this means exactly. In theory, an impossible project is bound to fail immediately. After all, we’re dealing with large-scale problems, recurring delays, expanding (“exploding”) scope, financial losses, an incompetent team, a lack of subject matter expertise within the company, a vague or constantly changing project goal, an unfriendly or even hostile attitude on the client’s side, constant pressure to deliver “more and better” (regardless of the project scope), lack of decision-making or surprising, destructive and unpredictable client’s decisions, often leading to penalty charges or even terminating the contract by the client.