Despite the massive increase in certified PMPs in the last 20 years, projects are no better off. In fact, they fail more often than they succeed. Inputs, outputs, and techniques- part of the organizing framework of the PMP- are, at best, interesting considerations. However, standard processes won’t fix a project doomed from the start with an oversized scope, an unclear goal, and dim or flickering leadership support. Couple these common problems with our standard approach to project staffing and we set ourselves up to fail.