Understanding the “90% syndrome" in software project management: a simulation-based case study
Journal of Systems and Software
A social process model of user-analyst relationships
MIS Quarterly
Software project dynamics: an integrated approach
Software project dynamics: an integrated approach
Process models in information systems
Proceedings of the IFIP TC8 WG 8.2 international conference on Information systems and qualitative research
The Mythical Man-Month: Essays on Softw
The Mythical Man-Month: Essays on Softw
Journal of Management Information Systems
Journal of Management Information Systems - Special section: Information technology and IT organizational impact
ACM SIGCPR Computer Personnel
Commitment Nets in Software Process Improvement
Annals of Software Engineering
Escalating commitment to information system projects: findings from two simulated experiments
Information and Management
De-escalation of commitment in software projects: who matters? what matters?
Information and Management
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
A Taxonomy of Antecedents of Information Systems Success: Variable Analysis Studies
Journal of Management Information Systems
Organisational factors for successful implementation of ERP systems
International Journal of Business Information Systems
Making e-Government systems workable: Exploring the evolution of frames
The Journal of Strategic Information Systems
Software Process Tailoring: An Empirical Investigation
Journal of Management Information Systems
International Journal of Business Information Systems
De-escalating IT projects: the DMM model
Communications of the ACM - A View of Parallel Computing
Effects of information technology failures on the market value of firms
The Journal of Strategic Information Systems
Information systems development project performance in the 21st century
ACM SIGSOFT Software Engineering Notes
Information Systems implementation failure: Insights from prism
International Journal of Information Management: The Journal for Information Professionals
Case study: Information systems project abandonment: a stakeholder analysis
International Journal of Information Management: The Journal for Information Professionals
Uncertainty profile and software project performance: A cross-national comparison
Journal of Systems and Software
Runaway Information Technology Projects: A Punctuated Equilibrium Analysis
International Journal of Information Technology Project Management
Understanding the Context of Large-Scale IT Project Failures
International Journal of Information Technologies and Systems Approach
Information Technology Portfolio Management: Literature Review, Framework, and Research Issues
Information Resources Management Journal
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Project failure in the information technology area is a costly problem, and troubled projects are not uncommon. In many cases, these projects seem to take on a life of their own, continuing to absorb valuable resources, while failing to deliver any real business value. While prior research has shown that managers can easily become locked into a cycle of escalating commitment to a failing course of action, there has been comparatively little research on de-escalation, or the process of breaking such a cycle. Through de-escalation, troubled projects may be successfully turned around or sensibly abandoned. This study seeks to understand the process of de-escalation and to establish a model for turning around troubled projects that has both theoretical and practical significance. Through a longitudinal case study of the IT-based baggage handling system at Denver International Airport (DIA), we gathered qualitative data on the de-escalation of commitment to a failing course of action, allowing us to inductively develop a model of the de-escalation process as it unfolded at DIA. The model reveals de-escalation as a four-phase process: (1) problem recognition, (2) re-examination of prior course of action, (3) search for alternative course of action, and (4) implementing an exit strategy. For each phase of the model, we identified key activities that may enable de-escalation to move forward. Implications of this model for both research and practice are discussed.