Why Killing Failing Projects Is So Difficult

Failure1In organizations where multiple projects are being managed simultaneously, inevitably there is a sense among management as well as project teams that some projects should be postponed or killed outright and the resources re-allocated to higher value activities. Organizations regularly continue to invest in projects even though they know they are failing. Maybe there are technical hurdles, or the competitive situation has changed. In theory, the phased-development processes aid in making those decisions at the go/no-go gates for each phase. The reality in most organizations is much different. While senior management knows that some projects need to be shelved, why is there such resistance? This article addresses some of these issues.  Continue reading