Abstract: In the eight years since its creation, the US Department of Homeland Security (DHS) had tried to provide a platform for the federal government to share sensitive but unclassified (SBU) information among its varied mission partners. These partners include federal agencies and state and local public safety and law enforcement officials. Its third iteration was under development and was behind schedule, over budget, and was not garnering the support from either management or the user community. The US Office of Management and Budget (OMB) had halted any additional spending on the project. The existing course of action was not acceptable and de-escalation was required. A review of the project led DHS to cancel the project, re-scope the work, and start over. This case study examines the process of de-escalating the project by mapping the de-escalation phases of DHS HSIN Next Gen into an established research framework (Keil & Montealegre, 2000). The study confirms the practical application of Keil and Montealgre's de-escalation framework and provides insights for practitioners from the case's lessons learned.
Keywords: DHS HSIN Next Gen, Project Management, failed projects, de-escalation
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Recommended Citation: Rosenhauer, A. F., Korzaan, M. (2014). The De-Escalation of the DHS HSIN Next Gen Project . Journal of Information Systems Applied Research, 7(1) pp 4-15. http://jisar.org/2014-7/ ISSN: 1946-1836. (A preliminary version appears in The Proceedings of CONISAR 2013)