- Invite the guy with a completely unrelated specialty to make redlines and design change suggestions
- Get some really senior people in on your project, bonus points if they are micromanagers
- Get the guy who is retired on the job to head the effort
- Let the stakeholders on the old product have an opportunity to sabotage your design
- Spend most of your project budget early on with expensive prototype material and conference travel
- Let someone with an MBA within 100 ft of your design
- Double your meetings and conference calls when the ones you're already holding don't seem to be achieving progress
- When it is in its final stages but behind schedule start assigning a bunch of new people to it without any prep
- Get your engineers to start keeping more lists and spreadsheets to "track progress"
- Make sure all these lists, spreadsheets and objectives are emailed out to the now oversized project group two times a day
- Change out your project lead several times if things aren't going exactly as you planned
- When the vendor fails to deliver as promised continue to fund them but complain to your team that the vendor running behind is their fault
- Lower your standards for a successful design every few months
- Start pulling back your support of the project so if it fails you have some plausible deniability
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