A frequent occurrence is for an IT acquisition project that is behind schedule and over budget to continue out of control until the costs become intolerable or some other event causes it to end, resulting in much waste of resources with few or no benefits.
Your Question. Your question has three parts.
(a) In general, 'who' is, or should be, responsible for (i) monitoring the performance of IT acquisition projects and (ii) taking action that may result in canceling the project?
(b) If the answer in (a) is anything other than one person, using a verbal or simple graphic explanation, what process would you recommend be put in place for project review that would make decisions such as in part A above?
(c) How would the process you recommend compare with that of the Nuclear Regulatory Commission?