When Should You Terminate Your Own Program? Bad Business: The JASORS Debacle
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Authors
Dillard, John T.
Subjects
Program Termination
Project Management
Leadership
Project Management
Leadership
Advisors
Date of Issue
2005-11-30
Date
Publisher
Monterey, CA; Naval Postgraduate School
Language
Abstract
The Project Manager (PM) is typically the advocate for his program. He is the champion for his team of government and industry players, the spokesman to higher headquarters for progress in achieving the various parameters of cost, schedule and performance, and the steward of taxpayer funds -- on a constant quest for best value. He must keep the leadership '' and sponsors '' honestly informed in a timely manner, especially when things don''t go as planned. He must continually assess risk, and the resources need to complete the project effort, so that he can marshal the appropriate forces against the challenges that invariably arise during the course of execution. The ultimate goal of a project being to advance warfighting capability, there is little accolade for lesser achievement. It is then perhaps easy for the manager''s zeal for success and personal self-worth to become associated with the project. This can allow optimism to reign -- and cloud judgment, by unintentionally filtering and distorting information.
Type
Working Paper
Description
Working Paper (for Acquisition Research Program)
Series/Report No
Department
Identifiers
NPS Report Number
NPS-PM-06-002
Sponsors
Naval Postgraduate School Acquisition Research Program
Funding
Format
Citation
Distribution Statement
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.