This paper argues that the political power and actions required of project managers to achieve project management success provide a consistent explanation for the emergence of project management success factors deemed critical by project managers in project success factor studies. This represents an important insight for project managers and researchers in understanding the value and nature of project management success factors. For the purposes of the discussion the success factor study by Parr, Shanks, & Darke (1999), which examined critical success factors associated with ERP implementation projects, is used as an example of success factor studies. Two questions are considered: Can the critical project management success factors identified by project managers in project success factor studies such as Parr et al. (1999) be explained in terms of the project manager’s power and their actions of bargaining and negotiation? What is the nature of the association between project manager power and the success factors as operationalised within a project?