Crowley, Catherine and Thornley, Clare
(2014)
How can I know when it’s time to stop an IT project?
White Paper.
IVI: Innovation Value Institute, National University of Ireland Maynooth.
(Unpublished)
Abstract
IT projects should deliver value to organizations but there
are cases when, however well planned a project may have
been, change
s in the environment and/or in the strategic
priorities of the organization mean it can never deliver
value. Value is a subjective term and simply means, in this
context, something that is important to the organization
which would generally result in profi
t in a commercial entity
or improved service in a public entity. This white paper
addresses the problem of how to ensure that you will have
the capabilities in place to know when your project can no
longer deliver value and to take appropriate action
.
It d
oes
not discuss in detail the technical issues of project
management execution, as a well
-
executed project can still
fail to deliver value.
R
ather,
it
looks at the specific question
of knowing when projects can no longer deliver value and
putting measures
in place to both prevent and address
project escalation
.
We show how a capability
-
based
approach can improve your ability to quickly identify
projects that have started but now can no longer deliver
value
.
This capability increases the agility of the
organ
ization and makes it easier to develop and maintain
competitive advantage.
| Item Type: |
Monograph
(White Paper)
|
| Keywords: |
Project escalation; project management;
Business
value management; project abandonment; benefits;
capability; competitive advantage; IT Capability Maturity
Framework (IT-CMF); |
| Academic Unit: |
Faculty of Social Sciences > Research Institutes > Innovation Value Institute, IVI |
| Item ID: |
4882 |
| Depositing User: |
Clare Thornley
|
| Date Deposited: |
10 Apr 2014 14:50 |
| Publisher: |
IVI: Innovation Value Institute |
| URI: |
|
| Use Licence: |
This item is available under a Creative Commons Attribution Non Commercial Share Alike Licence (CC BY-NC-SA). Details of this licence are available
here |
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