Attached is my analysis of the issues that affect getting IT projects completed at ARRL. At least at present, I ask that this be kept within the Board family. I won't repeat what's in the "cover letter" in the attached PDF. But there is one question that this document does not address--if the analysis is right, what should be done as a practical matter to begin changing how we do projects? I don't have a complete answer, but one example is what we're doing with the Logbook Study Committee. Non-staff members of the committee have been acting as "product managers" by ensuring that organizational boundaries don't get in the way of project progress. In addition, the committee has begun a business analysis of how we would pay for an addition to staff to act as a product manager, on the ground at Newington. I'm looking forward to a discussion of how we should and can change how we pursue significant projects at ARRL. 73, Greg, K0GW