When reading the articles in "Killing IT Projects" in the December 2003 Cutter IT Journal, I kept wondering how all the projects that experience massive escalations ever get approved in the first place. Look at Mark Keil's 10-question, one-minute test for factors that promote software project escalation [11]. Question 1 asks if the project charter is missing.

When reading the articles in "Killing IT Projects" in the December 2003 Cutter IT Journal, I kept wondering how all the projects that experience massive escalations ever get approved in the first place. Look at Mark Keil's 10-question, one-minute test for factors that promote software project escalation [11]. Question 1 asks if the project charter is missing.

In the early 19th century, noted economist David Ricardo gave the world the theory of comparative advantage [4]. Simply put, the theory states that manufacturing and service activities migrate across international boundaries to where they can be performed most cost-effectively. This theory has withstood the test of time.

In the early 19th century, noted economist David Ricardo gave the world the theory of comparative advantage [4]. Simply put, the theory states that manufacturing and service activities migrate across international boundaries to where they can be performed most cost-effectively. This theory has withstood the test of time.

I don't know how many of Cutter's male readers enjoy reading women's magazines like Cosmopolitan, but I'm one of them. What I like in Cosmo are the quizzes: "What Kind of Lover Are You?" "Is Your Man Cheating on You?" -- that sort of thing.

I don't know how many of Cutter's male readers enjoy reading women's magazines like Cosmopolitan, but I'm one of them. What I like in Cosmo are the quizzes: "What Kind of Lover Are You?" "Is Your Man Cheating on You?" -- that sort of thing.

For reasons I don't quite understand, I have often been called on to determine whether an organization should turn off life support on some major, out-of-control IT project. In the vast percentage of cases, even where there are signs of life, I usually recommend that the project in question be allowed to expire. I suppose that's why I find myself being referred to as the "Dr.

For reasons I don't quite understand, I have often been called on to determine whether an organization should turn off life support on some major, out-of-control IT project. In the vast percentage of cases, even where there are signs of life, I usually recommend that the project in question be allowed to expire. I suppose that's why I find myself being referred to as the "Dr.

When I speak at conferences, I like to ask the audience, "Have you ever been on a doomed project, known it, but not been able to stop it?" Sadly, a large percentage of the audience members will raise their hands, often with rueful smiles on their faces.

When I speak at conferences, I like to ask the audience, "Have you ever been on a doomed project, known it, but not been able to stop it?" Sadly, a large percentage of the audience members will raise their hands, often with rueful smiles on their faces.