Recent studies have found that Information Technology (IT) project success hovers around 40%, despite the increased adoption of project management methods by the IT community. This paper explores the possibility that the project lifecycle, with distinct beginning and ending points, may not be the best model to understand the implementation of an IT product. Using project data from two organizations, and incorporating ideas from the product management literature, this paper presents an enhanced project lifecycle that incorporates the need for ongoing support that is unique to IT products. This analysis discusses the need to incorporate product management thinking and lifetime support into a project management construct, and identifies the deficiencies in trying to apply a pure project management lifecycle structure to IT implementations.