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Purpose
The primary intent of this study is to explore the phenomenon that is project success and edify the reader's knowledge regarding the management of IT projects for success. This study draws attention to how IT consultants balance the need to deliver IT projects on time, on budget and to specification with the demand of managing changing clients' expectations. This is achieved by exploring, describing and explaining what is involved in managing IT consulting projects for success.
Methodology/ Approach
An exploratory survey was conducted through semi-structured interviews and questionnaires, to IT project managers in consultancy engagements within the Irish Software Industry. The significant variables for the research were; organisational position and IT project experience, characteristics of IT project success, comparison of IT project success, client's role in evaluating project success and misrepresentation of true project outcome.
Findings/ Conclusion
The findings showed that IT project experience is a catalyst for other factors and can help a project manager to deliver projects to client's satisfaction. It is encouraging that the findings agree with literature that project success should be measured from both client's and consultant's point of view. This measurement should go beyond implementation to include client use & satisfaction. This study showed that having a clear understanding of client's goals and requirements helps a consultant to deliver a product that can provide a better service to the client. This is facilitated by the role that clients play throughout the project life cycle. This study proposes the following equation; Ease of client acceptance = Level of client involvement + Management of expectations by consultants.
Originality/ Value
The results of this study support the triple constraints model in measuring projects success. However, it also proposes the inclusion of a fourth item, client use & satisfaction.
