Abstract
Information technology (IT) projects in the government (public) sector experience significant challenges. Despite decades of research, the adoption of formal methods, the use of external suppliers and packaged software, these remediation attempts have not appeared to have reduced nor mitigated the problems faced when the public sector undertakes large IT projects. Previous studies have examined the causes of IT project failure, in particular these have focused on factor analysis. A relatively limited number of studies have investigated the contribution of IT competence, and even fewer have considered the role and contribution of non-IT executives in IT project outcomes. This study sought a deeper understanding of what drives the behaviour of large scale IT projects. Of particular note was the finding by Kruger and Dunning (2009) that ‘the skills required to do the job are the same skills needed to identify competence in others’. It was this finding which was found to most influence the observed behaviours of executive leadership leading to IT project failure.
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