In this paper, we identify and recommend a set of guidelines to be added to traditional project management methods when implementing any IT project that can be classified as large. We found project managers from eight different large projects in eight different firms converged on a common set of solutions for problems that occur in managing large projects but are not addressed in traditional project management practices. In each of the eight cases, highly-regarded, PMI-certified IT project managers applied the traditional, managed life-cycle, stage-gate approach embodied by PMI methodologies. In each case, these presumed best-practices were found to fail and were replaced with a new dual-process approach. The approaches were independently and internally developed, yet common across the entire set of firms. We identified and validated that the inadequacy of traditional methods took place where project points deviated significantly from those seen in previous projects. These project points are referred to as “radical innovation points” herein. We likewise validated our findings in a follow up study across a set of 25 PMI-certified project managers in 22 different firms. From our validation study, we found self-identified, large development efforts each contain radical innovation points that require additional management processes from those found in the traditional PMI project life-cycle process. For this reason, each of the 25 project managers stated it would be desirable to adopt this new, dual-management methodology in all future large IT projects.