De-escalating information technology projects: lessons from the Denver International Airport
MIS Quarterly - Special issue on Intensive research in information systems: using qualitative, interpretive, and case methods to study information technology—third installment
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
Journal of Management Information Systems
The linkage between reporting quality and performance in IS projects
Information and Management
The effects of optimistic and pessimistic biasing on software project status reporting
Information and Management
Information systems development project performance in the 21st century
ACM SIGSOFT Software Engineering Notes
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This paper presents an in-depth insider's case study of a "runaway" information systems IS project in a U.S. State government agency. Because such projects are politically sensitive matters and often obscured from public view, details of how such projects operate are not well understood. This case study adds new details to the body of knowledge surrounding IS project escalation and de-escalation. The authors' resulting project narrative details how this project went out of control for so long, raising important questions for future research in theory development for both IS project escalation and de-escalation. The paper argues that a punctuated equilibrium approach to analyzing "runaway" IS projects are a more fruitful area to explore than are "stage models."