Authors: Konstantinos Kirytopoulos, Dimitra Voulgaridou, Dimitrios Panopoulos, Vrassidas Leopoulos
Addresses: Financial and Management Engineering Department, University of the Aegean, Fostini 31, 82100, Chios, Greece. ' Department of Mechanical Engineering, National Technical University of Athens, Iroon Polytechniou 9, 15780, Greece. ' Dimiourgia SA, Nauarinou 12, 10680, Athens, Greece. ' Department of Mechanical Engineering, National Technical University of Athens, Iroon Polytechniou 9, 15780, Greece
Abstract: Abandoning a project is difficult as it engages an enormous psychological load for project managers and team members and increases personal and professional insecurities. Organisations not only delay this kind of decisions, but also escalate their commitment into a failing project. Terminating a failing project with least of problems, releasing valuable resources and investing in higher potential projects are crucial for organisation|s prosperity. The aim of this study is to support the decision making when project termination is of question, help project managers and executives understand the problem context and revise their belief about terminating projects. The paper proposes a framework, based on the analytic network process. The study reveals the criteria that have to be taken into consideration in project termination decisions and provides a structured approach in order to help managers make decisions. The paper includes a case study of a troubled ERP implementation project in a SME.
Keywords: project termination; analytical network process; ANP; multicriteria decision analysis; MCDA; information system projects; information systems; SMEs; small and medium-sized enterprises; project failures; ERP implementation; enterprise resource planning; ERP failure.
International Journal of Management and Decision Making, 2009 Vol.10 No.1/2, pp.69 - 90
Available online: 18 Mar 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article