Success Lies in the Eye of the Beholder: The Mismatch Between Perceived and Real IT Project Management Performance

This study explores the divergence between traditional IT project management performance criteria such as adherence to functionality, schedule and cost, and perceived project management performance. Based on a literature survey, five propositions are derived and subsequently used to guide in-depth interviews with 12 senior IT executives with exposure to this possible mismatch. The results demonstrate that mismatches between 'real' and perceived project management performance indeed occur. We found different levels of support for our propositions that the quality of expectation management, the client/contractor relationship, organizational politics, senior sponsor commitment and the occurrence of "project fatigue" all play a role in this mismatch. A discussion of the findings and limitations, as well as suggestions for future research conclude the article.