The key reasons for project delivery problems and additional costs are - underestimating technical complexity, selling immature products and services, unclear specifications, ineffective interoperable vendors solutions, unrealistic milestones with penalties attached, unfavorable contract conditions, and insufficient back-to-back agreements with partners. Many of these problems can be avoided or mitigated through the early involvement of the project manager and stakeholders. 12.12 Hypothetical Case Let's apply the principles of TM to a fictitious startup radio equipment provider from MENA (Middle East and North Africa). The goal of the equipment provider is to become a leading provider of IMT- Advanced (4G) radio equipment in the next 10 years. The biggest hurdle is the time span because the corporations in these countries only focus on short term goals and revenue which normally ends up within a year. The concept of long term planning and execution is hard to find. As we know the vast majority of the countries present in this region are not knowledge-based economies and the concept of R&D hardly exists. These countries neither manufacture mobile equipment nor have R&D houses (to a large extend) from any of the leading of network equipment providers. Thus, as such no technology or product development and IPR work takes place. However, a number of leading operators have substantial presence in MENA but none of them conduct R&D. And at the same time participation in SDOs is almost negligible from MENA. 12.12.1 Technology Strategy In this case goal or strategy is to become the leading provider of 4G radio access equipment (base station). The two primary sources of funding will be the government and Venture Capital firms. The second important task will be the formation of indigenous teams for the various aspects involved in the process - from R&D all the way to a Sales/Commercial organization. The enhanced TM process shown in [35] can be used that along with its (TM) strategic integration process links all the differe