ABSTRACT
Many organizations are very bad at killing projects. It tends to be a lot easier to let a project drift, consuming budget and resources, than to call a halt. Some projects would regularly defer deliverables, pushing milestones later and later into the schedule. Going back to the case study that opened this book, Earthquakes in the Project Portfolio that was certainly my experience in the games industry. The project team might gradually lose all sense of urgency and purpose, or it might operate in a constant state of adrenaline and firefighting. This case might, include independent quality reviews of the game's code and artwork, or examples of three or more status reports all claiming the same deliverables as evidence of progress. Many executive owners argued that killing a project would damage staff morale.
