After extensive review of the Property Policy System, I recommended to my Senior Vice President he abandon the project citing poor technical infrastructure, meandering development, and an incessantly changing set of business requirements.
Whenever I have given my superiors a recommendation in the past and they chose to otherwise ignore my heed, there was eventual vindication.
Regrettably, he allowed those previous expenditures and years of haphazardness to heavily influence future decisions on this project through a process known as the sunk cost fallacy or irrational escalation of commitment.
The sunk cost fallacy is a trap where one or more poor decisions cause the propagation of additional decisions based primarily on the accumulation
Whenever I have given my superiors a recommendation in the past and they chose to otherwise ignore my heed, there was eventual vindication.
Regrettably, he allowed those previous expenditures and years of haphazardness to heavily influence future decisions on this project through a process known as the sunk cost fallacy or irrational escalation of commitment.
The sunk cost fallacy is a trap where one or more poor decisions cause the propagation of additional decisions based primarily on the accumulation