A disconcerting truth about IS projects persists – project failure and challenged rates remain high. Research has revealed that project failures are attributed more to the social factors than the technical factors. Yet, while there are teams who struggle with poor teamwork and coordination, there are project teams who produce exceptional results and ensure successful project implementations. Employing a phenomenological research inquiry, this study explores the concept of high performance within the collective action of IS project teams. We analyzed data from experiences of project managers whose teams have successfully delivered IS projects across a variety of development methodologies. Our results parallel expectations from collective action theory, a multi-disciplinary theory that informs about interactions in groups. Collective action theory offers insights that explain how patterns of interactions within IS project teams transpire into enablers of high performance activities towards delivering IS projects successfully.