IT projects can fail for any number of reasons and in some cases can result in considerable financial losses for the organizations that undertake them. The strategic importance that IT now plays coupled with the burgeoning costs of developing infomation systems has raised the stakes associated with project failure. While it is difficult to obtain statistics on the actual frequency of information systems failures, various sources suggest that at least half of all IS projects are not as successful as one would like them to be (Gladden 1982; Lyytinen and Hirschheim 1987). Numerous articles in the popular press seem to provide anecdotal evidence of this (Betts 1992; Kindel 1992; McPartlin 1992; Mehler 1991; Rothfeder 1988). The relatively high prevalence of failures in this field suggests the need to reexamine the way in which projects are managed.