|Author||Pan, Gary ♦ Flynn, Donal ♦ Keil, Mark ♦ Mähring, Magnus|
|Source||ACM Digital Library|
|Publisher||Association for Computing Machinery (ACM)|
|Abstract||Introduction Taming runaway Information Technology (IT) projects is a challenge that most organizations have faced and that managers continue to wrestle with. These are projects that grossly exceed their planned budgets and schedules, often by a factor of 2--3 fold or greater. Many end in failure; failure not only in the sense of budget or schedule, but in terms of delivered functionality as well. Runaway projects are frequently the result of escalating commitment to a failing course of action, a phenomenon that occurs when investments fail to work out as envisioned and decision-makers compound the problem by persisting irrationally. Keil, Mann, and Rai reported that 30--40% of IT projects exhibit some degree of escalation. To break the escalation cycle, de-escalation of commitment to the failing course of action must occur so that valuable resources can be channeled into more productive use. But, making de-escalation happen is neither easy nor intuitive. This article briefly examines three approaches that have been suggested for managing de-escalation. By combining elements from the three approaches, we introduce a de-escalation management maturity (DMM) model that provides a useful framework for improving practice.|
|Description||Affiliation: Manchester Business School, University of Manchester, UK (Flynn, Donal) || J. Mack Robinson College of Business, Georgia State University, Atlanta, GA (Keil, Mark) || Stockholm School of Economics, Stockholm, Sweden and Ecole de Management Stratsbourg, Stratsbourg, France (Mähring, Magnus) || School of Accountancy, Singapore Management University, Singapore (Pan, Gary)|
|Age Range||18 to 22 years ♦ above 22 year|
|Education Level||UG and PG|
|Learning Resource Type||Article|
|Publisher Place||New York|
|Journal||Communications of the ACM (CACM)|
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