1 Using Causal Mapping Methods to Identify and Analyse Risk in Information System Projects as a Post-Evaluation Process Abdullah J. Al-Shehab, Robert T. Hughes, Graham Winstanley a.a.shehab@brighton.ac.uk , r.t.hughes@bton.ac.uk , g.winstanley@bton.ac.uk School of Computing, Mathematical and Information Sciences University of Brighton Watts Building, Moulsecoomb, Brighton, BN2 4GJ Tel (+44) 1273-642598 Abstract: Software systems developments have become more difficult and complex with new technology being introduced rapidly and the increasing complexity of the marketplace. This paper proposes a post-evaluation framework to identify causes of shortfalls in previously implemented information system projects. This framework has been used on a case study to produce causal diagrams using a template. The template reflects the different generic stages of the system development life cycle. The method builds on the reflection and review of failure factors in cause and effect diagrams, and is useful for facilitating learning within an organisation as a method of project post-evaluation. An approach is described for identifying information system risk areas in future projects. Key word: Causal Mapping, Post-evaluation, Lessons Learned, Information System Risk and System Development Life Cycle. 1. Introduction Despite advances in information systems (IS) development methods, there are many accounts of IS project failure (see, for example, Flowers 1996). Projects continue to be plagued by time and cost overruns and unmet user requirements. One survey of over 13,000 IT Projects ( Standish Group 2003) estimated that US corporations spent more than $255 billion per year on software development projects of which $55 billion was wasted on failed projects. The project success rate was just 34%, while the project failure rate was 15%, with 51% of projects being ‘challenged’, that is suffering from cost overruns, time overruns, or a reduction in the features and functions delivered. A typical recent example of an IS failure which has a business impact is reported in McManus (2004): “Hershey’s sales for Q3 1999 – the company’s peak shipping period- dropped more than $150 million (12 per cent) from their previous year because of an enterprise software glitch that prevented Halloween candy from being shipped. As a result, the candy maker’s net income for that same period was down 19 per cent from 1998.”