The tradition on IS research has established the so called "iron triangle", the three dimensions that characterize the project management success (PMS) if it is delivered on time, within the budget and according to specifications. However, less attention has been given to the continuum characterized by deviations from the baseline from each of these three dimensions. This paper draws on the definition of the PMS continuum and analyzes four potential factors that may influence PMS: team, project manager, project, and portfolio. We develop hypotheses and test them in a hierarchical linear regression using a sample of 899 IS projects of a leading bank, collected between January, 2014 and December, 2015. Besides proposing and discussing a new continuous PMS indicator, we identify factors that influence IS PMS positively (project size, duration, postponement, and project manager formal power) and negatively (team size and team allocation dispersion). The results suggest guidance of team members’ allocation.