In this research study, we focus on why such poorly performing projects are allowed to continue for so long. Based on data from several specific cases of runaway projects, we believe runaways are a form of organizational decision making failure. If the decision maker consciously chooses to continue committing resources to the project or never consciously considers abandonment, the behavior represents an escalation of commitment or escalation, for short.
Runaway projects result from many such decision points.
Each subsequent escalation decision leaves these targets further and further behind until there is a feeling that 'the project is out of control'. This study focuses on determining which factors best explain why decision makers continue to commit resources to poorly performing projects. The study will involve a mail survey of 2300 IS auditors. Each auditor will be asked to select a project that continued to receive resources even though the respondent felt the project should have been discontinued or significantly redirected. A control group will also be asked to select a project which progressed smoothly enough that continuation was judged to be warranted.