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ABSTRACT

This paper presents the results of a 2009 survey of professional IT auditors that explored their perceptions about root psychological and sociological causes of Information Systems (IS) project failure based on the punctuated equilibrium theoretical framework. As predicted by punctuated equilibrium theory, the results of the survey indicate that radical as opposed to incremental organizational changes are more effective in turning around "runaway" projects. The results indicate that IS development project performance is worse in government than in the private sector, and provide support for the continued use of punctuated equilibrium models for research in information systems development project performance

There is now a preponderance of evidence suggesting that the types of online course management software (OCMS) used in purely online undergraduate college courses, do not meet the needs of younger immature students. These students often lack the learning skills necessary to succeed in such courses, nor do the popular OCMS include the vigilance mechanisms to guide such students to successful course completion in the absence of face-to-face human instruction. This paper explores the literature relevant to design theory, learning theory, decision support, and vigilance, to extend information systems design theory to a design theory of vigilant online learning systems. It is hoped that this research note will help guide software developers and academics studying how to design future online learning systems for the immature student.

This paper presents an in-depth insider’s case study of a “runaway” information systems (IS) project in a U.S. State government agency. Because such projects are politically sensitive matters and often obscured from public view, details of how such projects operate are not well understood. This case study adds new details to the body of knowledge surrounding IS project escalation and de-escalation. The authors’ resulting project narrative details how this project went out of control for so long, raising important questions for future research in theory development for both IS project escalation and de-escalation. The paper argues that a punctuated equilibrium approach to analyzing “runaway” IS projects are a more fruitful area to explore than are “stage models.”