An experimental investigation of factors influencing perceived control over a failing IT project
By: JANI, Arpan
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Material type: 
ArticlePublisher: Amsterdam : Elsevier, October 2008International journal of project management 26, 7, p. 726-732Abstract: IT project managers may sometimes continue to pour more resources into a failing project, a phenomenon known as escalation of commitment. If project managers believe that the failing project is under their control, they may be more likely to recommend continuation of a failing project. An experiment using a computer simulated task investigated the influence of self-efficacy and project risk characteristics on perceived control over a failing IT project. The study found that participants with higher task-specific self-efficacy were likely to perceive greater control over a failing project even when the project risk factors were less within their control
IT project managers may sometimes continue to pour more resources into a failing project, a phenomenon known as escalation of commitment. If project managers believe that the failing project is under their control, they may be more likely to recommend continuation of a failing project. An experiment using a computer simulated task investigated the influence of self-efficacy and project risk characteristics on perceived control over a failing IT project. The study found that participants with higher task-specific self-efficacy were likely to perceive greater control over a failing project even when the project risk factors were less within their control
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