Blowing the whistle on troubled software projects

Communications of the ACM

Volumn 44, Issue 4, 2001, Pages 87-93

  Keil, Mark ^a   Robey, Daniel ^a  

^a GEORGIA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0003376029     PISSN: 00010782     EISSN: None     Source Type: Journal    
DOI: 10.1145/367211.367274     Document Type: Article

References (12)

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5. Keil, M. and Rai, A. Why software projects escalate: An empirical analysis and test of four theoretical models. MIS Quart. 24, 4 (Dec. 1997), 631-664.
6. Keil, M. and Robey, D. Turning around troubled software projects: An exploratory study of the de-escalation of commitment to failing courses of action. J. Mgnt. Info. Syst. 15, 4 (1999), 63-87.
7. KPMG, Runaway projects: Causes and effects. Soft. World 26, 3 (1995), 3-5.
8. Mann, J. The Role of Project Escalation in Explaining Runaway Information Systems Development Projects: A Field Study, unpubl. doct. dissert., Georgia State University, 1996.
9. Oz, E. When professional standards are lax: The Confirm failure and its lessons. Commun. ACM 37, 10 (Oct. 1994), 29-36.
10. Standish Group, Inc. CHAOS: A Recipe for Success, res. rep. 1999; see www.standishgroup.com.
11. Tesser, A. and Rosen, S. The reluctance to transmit bad news. Adv. Experi. Soc. Psych. 8 (1975), 193-232.
12. Weinstein, D. Bureaucratic Opposition: Challenging Abuses in the Workplace. Pergamon Press, New York, 1979.