A statistic was bandied about years ago that in managing the Apollo moon launch projects, if NASA had 99.9% of its systems working perfectly, there were still 15,837 things (or some such number) going wrong.
Merde! That’s a lot of room for error.
On that score The Merger Verger sees little difference between the moon launch and the integration of an acquisition … lots and lots of room for things to go wrong.
It’s one reason why the Verger finds checklists both empowering and debilitating. Deals contain enormous amounts of wee activities that contribute to the whole of a success. Lose track of them and your spaceship veers slowly off into outer darkness.
BUT … focus too sharply on your checklist and you have no vision on changing circumstances that may obviate certain listed activities and necessitate other new ones.
Good project managers run with checklists but they do not live by them. They think. They envision. They project. They call audibles. And are ready to do so at any time.
The Merger Verger Issues a Challenge:
While we’re on the subject of moon launches and whatnot, TMV would like some computer historian or NASA retiree to provide us with a comparison of the computing processing power available to NASA during, say, the Apollo 11 moon landing and that contained in the laptop from which this post is written.