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Abstract
Over the last 50 years, most information system development (ISD) projects have failed. Even with seven out of eight IS projects failing and 97% not delivering a return on investment, organizations continue to invest significant resources and capital into these projects to pursue greater efficiencies (Wade and Shan 2020). By analyzing four U.S. Federal Government ISD projects, we contribute to the literature by identifying pertinent factors and structures that explain IS project outcomes, critical incident emergence, and interventions. Additionally, we provide five practical recommendations to assist ISD project managers and executives in intervening when critical incidents arise.