This research examines a case of extended failure to complete a critical and complex IT modernization effort in a US government organization. The project has been revamped, stopped and restarted several times, and as of the writing of this paper has not completed. From the system dynamics perspective, the problem appears to be related to a dynamic and repeating decision and management process with an embedded project management model. We hypothesize that the cyclical project escalation and abandonment is due to the continuous introduction of new requirements during the project lifecycle. A simulation model is developed to test the hypothesis and the results support the proposition that scope creep resulting from the introduction of new requirements may be a causal factor in the cycles of project escalation and de-escalation. The model is then used to test a series of policy options that are aimed at mitigating these cycles. Conclusions, recommendations, and limitations are discussed.

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Date created

• 2008 July 20-2008 July 24

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

License

• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

Part of

6cbae5a21467df4434abbc87da443217

Scope and Contents

Part of

ce498623f0349395d0a141a0525190a0

Scope and Contents

Part of

23d738ba88f8333bc39725f9cb5bd0b8

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives