How to Decide When to Abandon a Project

Balachandra, R.; Raelin, Joseph A.

doi:10.1080/00345334.1980.11756615

Cited by 29 publications

(18 citation statements)

References 9 publications

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“…In general, deciding whether to continue with a project or not is a complex managerial tasks which has been addressed for the first time by Buell (1967). For an extensive discussion on this topic see, e.g., Balachandra and Raelin (1980), Bard et al (1988), and Meredith and Mantel (1995, section 13.2). Furthermore see Cleland (1999, chapter 14).…”

Section: Project Terminationmentioning

confidence: 99%

Scheduling of Resource-Constrained Projects

Klein¹

2000

Operations Research/Computer Science Interfaces Series

110

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Section: Project Terminationmentioning

confidence: 99%

Scheduling of Resource-Constrained Projects

Klein¹

2000

Operations Research/Computer Science Interfaces Series

110

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“…Support decisions to approve the staged advance of the project from feasibility assessment, development, migration, implementation, termination and postimplementation (Seward, 1975;Lay, 1985;Coleman and Jameison, 1991;Farbey et al , 1992;Whitten, 2000); 2. Provide assurance that the project is within acceptable bounds of budget, quality and schedule (Balachandra and Raelin, 1980;Turner, 1980;Pinto and Slevin, 1987;Archibald, 1992;Buttrick, 2000); and 3. Support subjective assessments of benefits realization (Mirani and Lederer, 1993;Norris, 1996;Peters, 1996;Ward et al , 1996;Devaraj and Kohli, 2002;Murphy, 2002).…”

Section: Discussionmentioning

confidence: 99%

Reporting on software development projects to senior managers and the board

Oliver¹,

Walker

2006

Abacus

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It is contended that the scale of some in-house software projects (and the potential impact of project failure on an organization's operating capabilities and reputation) is such that the progress of those projects warrants the concentrated attention of senior managers (and possibly, the Board). The article utilizes a case study to illustrate how the adoption of key proposals outlined in the business information systems and software engineering literatures for the management of these projects may not necessarily be effective. This work augments Walker and Oliver (2005), which examined the options when accounting for software expenditure and recommended expensing for consistent treatment. This article then reviews the 'information needs' of senior managers, and presents a set of six reporting templates to facilitate the effective monitoring of progress of software projects (including post-migration expenditure on system enhancements and maintenance, and efforts to capture planned benefits). In some circumstances, the scale and risks associated with software development projects warrant oversight of these projects by the Board, possibly through the establishment of specialist 'IT governance' subcommittees. Accordingly, a model charter for an IT governance committee is presented in an appendix.

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“…Balachandra and Raelin [5,6] performed a discriminant analysis of variables affecting R&D projects termination. De et al [7,8] did a detailed quantitative work on taking abandonment decisions from a financial point of view at different contexts.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Transferring projects to their final users: The effect of planning and preparations for commissioning on project success

Dvir

2005

International Journal of Project Management

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How to Decide When to Abandon a Project

Cited by 29 publications

References 9 publications

Scheduling of Resource-Constrained Projects

Scheduling of Resource-Constrained Projects

Reporting on software development projects to senior managers and the board

Transferring projects to their final users: The effect of planning and preparations for commissioning on project success

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