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Blowing the whistle on troubled software projects

Blowing the whistle on troubled software projects Blowing the Whistle on Troubled Software Projects Despite inevitable personal risk, auditors owe their organizations accurate information about project status, especially bad news, in the interests of halting software project runaways. Management owes them the courtesy of listening. D SANDY WONG espite advances in software engineering, project failure remains a critical challenge for the software development community. According to the Standish Group ™s 1998 survey, only 26% of such projects were delivered on time, on budget, and with promised functionality, wasting billions of dollars annually; 46% were completed over budget and behind schedule, with fewer functions and features than originally specified, and could therefore be classified as runaway projects [10]. In 1994, a survey by consulting company KPMG of 120 organizations in the UK found 62% of them had experienced a runaway project [7]. Today, you can fill your shelves with books covering numerous examples of runaway software projects [3]. The behavior underlying many runaway projects resembles œescalation of commitment to a failing course of action,  a phenomenon documented in the general management literature [1] and applied to the management of software projects [4]. Escalation occurs when decision makers throw good money after bad, pursuing a course http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Communications of the ACM Association for Computing Machinery

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