Oracle ERP is just as bad. At $job-2 they spend $500m and 5 years to get zero modules of Oracle Retail installed and eventually decided to just continue on with the mainframe legacy systems.
LMAO. A similar situation happened at Stanford about 10 years ago ($150-200MM usd frittered away).
Projects ran by vampiric consultants whom bill hourly -> "big deliverable never" -> ~ gigabuck$.
Smart tech buyers don't get locked into unbounded contracts without milestones and don't let drivers of project management to an external party. Instead, focus on customer need driven, fixed contracts and incremental milestones are generally a better approach.
SAP/Oracle/PeopleSoft/BMC/etc. implementations often tend to fall into these traps when they're poorly managed and/or when the buyers are suckers. Business unit owners and IT managers with backbones are needed to hold vendors accountable to deliver on promises, milestones and deadlines, or payment is not disbursed.
The latest Software Engineering Radio has an excellent discussion of the topic of large scale IT failure aka black swans: http://www.se-radio.net/2016/02/se-radio-epislode-250-jurgen...