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Author Pan, Gary ♦ Flynn, Donal ♦ Keil, Mark ♦ Mähring, Magnus
Source ACM Digital Library
Content type Text
Publisher Association for Computing Machinery (ACM)
File Format PDF
Language English
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
Educational Use Research
Education Level UG and PG
Learning Resource Type Article
Publisher Date 2005-08-01
Publisher Place New York
Journal Communications of the ACM (CACM)
Volume Number 52
Issue Number 10
Page Count 4
Starting Page 131
Ending Page 134


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Source: ACM Digital Library