Making IT Project De-Escalation Happen: An Exploration into Key Roles

Given the persistent and costly problem of escalating IT projects, it is important to understand how projects can be de-escalated successfully, resulting in project turnaround if possible, or termination if necessary. Recent work suggests that the instantiation of specific roles may be central in br...

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Published in:Journal of the Association for Information Systems Vol. 9; no. 8; pp. 462 - 496
Main Authors: Mähring, Magnus, Keil, Mark, Mathiassen, Lars, Pries-Heje, Jan
Format: Journal Article
Language:English
Published: Atlanta Association for Information Systems 01.01.2008
Subjects:
Case studies
Failure analysis
Information systems
Information technology
Laboratories
Projects
R&D
Research & development
Roles
Studies
ISSN:1536-9323, 1536-9323
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Abstract Given the persistent and costly problem of escalating IT projects, it is important to understand how projects can be de-escalated successfully, resulting in project turnaround if possible, or termination if necessary. Recent work suggests that the instantiation of specific roles may be central in bringing about de-escalation. However, few such roles have been identified to date and there has been no systematic study of key roles. In this paper, we therefore explore roles in IT project de-escalation using a single-case approach. Results suggest that de-escalation not only depends on the existence of particular roles, but also on role interaction. We identify seven roles that are of substantial importance in shaping whether and how de-escalation is carried out: messenger, exit sponsor, exit champion, exit blocker, exit catalyst, legitimizer, and scapegoat. Furthermore, we offer a set of propositions that capture key role interactions during de-escalation. Implications for research and practice are discussed. [PUBLICATION ABSTRACT]
AbstractList Given the persistent and costly problem of escalating IT projects, it is important to understand how projects can be de-escalated successfully, resulting in project turnaround if possible, or termination if necessary. Recent work suggests that the instantiation of specific roles may be central in bringing about de-escalation. However, few such roles have been identified to date and there has been no systematic study of key roles. In this paper, we therefore explore roles in IT project de-escalation using a single-case approach. Results suggest that de-escalation not only depends on the existence of particular roles, but also on role interaction. We identify seven roles that are of substantial importance in shaping whether and how de-escalation is carried out: messenger, exit sponsor, exit champion, exit blocker, exit catalyst, legitimizer, and scapegoat. Furthermore, we offer a set of propositions that capture key role interactions during de-escalation. Implications for research and practice are discussed. [PUBLICATION ABSTRACT]
Author Keil, Mark
Mathiassen, Lars
Pries-Heje, Jan
Mähring, Magnus
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ContentType Journal Article
Copyright Copyright Association for Information Systems Aug 2008
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CorporateAuthor Stockholm School of Economics
Roskilde University
Georgia State University
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StartPage 462
SubjectTerms Case studies
Failure analysis
Information systems
Information technology
Laboratories
Projects
R&D
Research & development
Roles
Studies
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