"there are a great many successful projects" Indeed, I worked for two successful projects, both kept under 2 million quid, in a *gasps* quango*, doing good work for youth justice systems. On the other side in PS (not that I wasn't a PS employee, but I was earning the queen's coin, you get my drift) I've worked for some shocking projects, particularly in banking, often throwing several million euros to no end, then rinse and repeat the exercise. Our YJB (now MOJ) projects were mostly teams of individual contractors, expensive but skilled, in conjuction with decent civil servants. No expensive analysts from PWC, McKinsey, KPMG et al. The higher profile sister project however went down the route of blue chip consultancy firm (not EDS this time but might as well have been) who just chucked as much resource (paid surprisingly badly despite their cost; some were good but most proved the peanuts-monkeys adage) at it as possible, to squeeze the gravy out of the train until the cost/delivery ratio tumbled and the whole project was canned leaving youth justice and the tax payer considerably poorer and said consultancy laughing all the way to the bank. I'm not saying private sector can't do it, it just isn't a panacea by any stretch. *said quango no longer exists in name, but in practice the same people are there doing the same thing at the same cost, but this time direct to the MOJ. So not sure what all the fuss was about in that infamous quango axe swinging.