I will in this case vouch for at least part of the representation given by David (donovan). What you experienced is in fact the primary method employed by the DP process managers for trying to ameliorate the consequences of their system. When a perceived deficiency is detected, it is defined as a "special case" and given "special treatment". So your first project probably qualifies as a "First Project", and therefore has access to a good deal of standard "special treatment" that you might not have been aware of (though it was your responsibility to be so, unfortunately.) Your second project may have also been qualified for another standard "special treatment"; I'm not very familiar with all the nuances, but put he certainly is - as he points out, he is one of those primarily responsible for it. (In tact, it's also true that he is one of the primary gatekeeepers for innovation and process improvement generally.) It's too bad you had the misfortune to be advised by someone not familiar with the proper navigation of the dp process. As is apparently also the case for whoever is responsible for the Shakespeare projects.