When an organization falls in love at all costs with a technology project, things have the potential to get pretty messy--and very expensive. It happens often enough. For whatever reason, an IT honcho or a line-of-business manager continues a dud of a project with the persistence of a bulldog holding onto a piece of meat. They just won't unclamp their jaws, even when all signs point to symptoms of potential disaster--whether the technology isn't going to work as designed, it won't fit with the business after all, or it can't be completed on time or on budget. "It's very common to see both IT and the line-of-business folks become enamored with a project and continue, blinded by the risks, when a third-party objective participant would say that there is failure coming down the line out there," says Michael Krigsman, CEO of Asuret, a project-management consultancy in Brookline, Mass.
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