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dc.contributor.authorFogarty, Timothy J.
dc.date.accessioned2006-07-27T23:43:15Z
dc.date.available2006-07-27T23:43:15Z
dc.date.issued2006-05-19
dc.identifier.urihttp://hdl.handle.net/1808/999
dc.description.abstractProject success is traditionally defined as meeting the customer’s expectations by conforming to the triple constraints of time, cost and quality. Since few projects are completed without changes in scope regarding the triple constraints, then it is still possible to consider a project as being successful without meeting the original time, cost and quality requirements. This belief holds true so long as the customer has agreed to the changes and is satisfied that the revised constraints have been met in the end. However, many project managers and project team members would consider the termination of a project prior to completion as a failure regardless of scope changes. Sometimes project teams are so focused on bringing a project to a “successful” conclusion that they perceive any result other than delivering a final product or service to the customer as being a “failure”. As is often the case, perception soon becomes reality and the project team as well as the entire organization can be negatively affected by the perceived failure. This field project report chronicles a product development project that was terminated prior to delivery of a final product. During the assessment phase of this project it was determined that the final developed product would not meet the goals of the organization. While many individuals involved with this project may perceive its termination as evidence of failure, the lessons learned from this experience can help to support project success in the future.
dc.format.extent2094379 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoen_US
dc.titleCase Study - Pulling the Plug on a Product Development Project
dc.typeProject
kusw.oastatusna
kusw.oapolicyThis item does not meet KU Open Access policy criteria.
dc.rights.accessrightsopenAccess


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