Cutter Consortium :: Know When to Say When: The Difficulty in Discontinuing Failing and Failed IT Projects

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Know When to Say When: The Difficulty in Discontinuing Failing and Failed IT Projects

by Verna Allee

Editor's Note: This Advisor was originally published by Cutter Consortium's Agile Project Management Advisory Service. There continues to be much debate around the manner in which IT projects are allowed to be capitalized by corporations, and how these costs are hidden in the income statement. We have seen such accounting practices at Enron, Worldcom, among others. An upcoming Advisor in July by Senior Consultant Ram Reddy will continue to track this issue to advise companies how best to deal with the difficulties around IT projects.

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Know When to Say When: The Difficulty in Discontinuing Failing and Failed IT Projects 10 July 2002

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Cutter Consortium, founded in 1986, is a global IT advisory firm helping organizations forge solutions to the business technology challenges they face. Through its research, consulting, and training, Cutter assists enterprises as they create, implement, and maintain IT systems and organizations that support business objectives and encourage innovation. Cutter pushes the thinking in the field by fostering debate and collaboration between thought leaders from different domains, countries, and disciplines. As a completely independent entity that has no special ties to vendors, Cutter Consortium is beholden to no one and dedicated to providing completely objective, unbiased information to its clients. Cutter Consortium gives you access to the top thinkers in IT.

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Know When to Say When: The Difficulty in Discontinuing Failing and Failed IT Projects