Tolerance and Escalation of Commitment to Failing Information Systems Projects

Jonathan Paul

Using a series of computer-based project management scenarios, this research empirically demonstrates how decision-makers tolerate minor variations from expectations, and how, paradoxically, comparatively low budget overruns (which tend to be tolerated) lead greater total resource commitments than high budget overruns (which tend to be corrected). It also explores the contribution of behavioural and structural constraints (and the lack thereof) to tolerance of failing projects, comparing this decision-making behaviour against optimal resource investment strategies in project portfolios using linear programming.

Supervisor/s

Professor Marcus O'Connor

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