12 Steps for Disaster

1. Make the project as complicated as possible. 
2. Don't break it into manageable segments but keep it as one indivisible whole which no one truly understands. Crown it with high expectations.
3. Rush through the analysis of pros and cons, especially the cons.
4. Don't delegate clear and undisputed authority to one person. Have several power centers and let them fight over turf. This will ultimately foster a lack of accountability when plans turn sour.
5. Start off with a win-lose resolution so that an important segment of the organization feels resentful and alienated. 
6. Periodically denounce the dissenters as sore losers or worse and question their motives. If things go wrong later, count on getting their support. Also expect insiders who believe there are problems to be candid even if there are signs that their loyalty may be questioned.
7. Personalize the program as much as possible. Make it an "I" versus a "We."
8. Rely on soft (It may happen) trends and not on hard (It will happen) ones. Lean heavily on best case scenarios.
9. Expect people to behave as you calculate they should act as opposed to how they do act.
10. Change the rules so often that even your team and allies are confused.
11. Underestimate the amount of time needed for basic elements. Stick to artificial deadlines.
12. Over-promise and under-perform.