Using the Troubled Project Recovery Framework: Problem Recognition and Decision to Recover

Abstract

Information system development projects continue to be delivered significantly behind schedule, drastically over budget and without meeting specifications. To improve the likelihood of success for these projects a staged framework for recovery and rehabilitation has been suggested. This framework is composed of four stages that include twelve steps. The four stages are recognition, immediate recovery, sustained recovery and maturity. A study was performed to validate the first stage of the framework, the Recognition Stage. The study results indicate support for the steps of the Recognition Stage and provide detailed "symptoms" that could indicate trouble during an IS development project. These symptoms were logically categorized into 11 areas of interest to project managers: Client

Early Warning System in Managing Water Infrastructre Projects

“…Nevertheless, they stayed outside of focus of project management theory and practice, while only being mentioned indirectly in project management, as it was stated in the Introduction (Nikander, 2002;Haji-Kazemi et al, 2013, 2015. Philip, Schwabe, and Wende (2010) stated that only three major empirical works had studied the concept of early warning in project management: two of which in IT industry (Kappelman et al, 2007;Havelka & Rajkumar, 2006according to Philip et al, 2010 and one in construction industry (Nikander & Eloranta, 2001; according to Philip et al, 2010). On the other hand, Nikander (2002) showed that Ansoff 's idea on the usage of weak signals can be used on projects, so it is reasonable to expect possibility of success in development of the corresponding systematic solution for project managers.…”

Information Systems Project Management Decision Making: The Influence of Experience and Risk Propensity

“…The development and successful implementation of a new information system (IS) project is a notoriously difficult task. Once begun, IS development projects are very difficult to control (Havelka & Rajkumar, 2006; Iacovou & Dexter, 2004; Keil, Mixon, Saarinen, & Tuunainen, 1994/95). Descriptions of problem projects and outright failures are the basis of legend and have appeared in the popular press for many years (Gibbs, 1994; Gladden, 1982; Kindel, 1992; Varon, 2004).…”

Instant Messenger in Offshore Outsourced Software Development Projects: Experiences from a Case Study

“…In contrast to the works that study EWSs over the course of the whole project lifecycle [14,33] The early project stages are critical because the management of EWSs in these stages, provided that corrective actions are taken, would allow the projects to be completed within the original time estimates. In our case study, we analyzed the warning signs that emerged in relation to the usage of IM during the first 20 percent of the project.…”

“…Project troubles experienced before a failure are hardly ever detected early enough in the IT industry [14]. Identifying and managing such troubles is an effective solution that can be utilized to save project efforts and resources, especially in the early project stages.…”

“…Most of the major empirical works that study the concept of EWSs [14,22,33,37] concentrate on IT projects, whereas one study [33] is based on industrial construction projects. In contrast to the works that study EWSs over the course of the whole project lifecycle [14,33] The early project stages are critical because the management of EWSs in these stages, provided that corrective actions are taken, would allow the projects to be completed within the original time estimates.…”