Background: Most large information technology (IT) projects fail, costing businesses billions of rand while delivering limited benefits. This has stimulated considerable, yet inconclusive, research into the reasons for project success and failure. Objectives: The study explores a massive IT system implementation project, throughout Africa, that cost the organisation almost four times its annual profits and taken more than 10 years. The majority of South African and other African companies in the financial services sector still run on old legacy IT systems and will have to undergo similar exercises. The conceptual model of critical success factors presented here could be used as a high-level blueprint for these future large information system implementations. Method: The research questions required in-depth exploration of circumstances and incidents during the project life cycle and the case study method was the most appropriate design. Thirteen stakeholders were interviewed in a semi-structured interview format. Results: This exploratory case study delivers a comprehensive conceptual model that covers the high-level phases of successful large IT project delivery. It shows that project success only occurs when all critical tasks across the effectiveness and efficiency dimensions of a project are planned, performed and measured accurately. Conclusion: The differences in perspectives between stakeholder groups in the project ecosystem are highlighted, as well as their consequences. The study also contributes to the existing literature by providing a comprehensive formula for the accurate identification of overall project risk.

中文翻译：

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在非洲范围内大规模实施系统的情况下，利益相关者对关键成功和风险因素的不同看法

背景：大多数大型信息技术（IT）项目都失败了，使企业损失了数十亿兰特，而带来的效益却有限。这激发了对项目成功和失败原因的大量但尚无定论的研究。目标：该研究探索了遍及整个非洲的大规模IT系统实施项目，该项目花费了该组织近四倍的年利润，耗时10年以上。南非和金融服务部门中的大多数非洲公司仍在旧的旧IT系统上运行，并且将不得不进行类似的练习。这里介绍的关键成功因素的概念模型可以用作这些未来大型信息系统实现的高级蓝图。方法：研究问题需要深入探索项目生命周期中的情况和事件，而案例研究方法是最合适的设计。以半结构化访谈方式对十三位利益相关者进行了访谈。结果：此探索性案例研究提供了一个全面的概念模型，涵盖了成功实施大型IT项目的高层阶段。它表明，只有在计划，执行和衡量项目的整个有效性和效率维度中的所有关键任务时，项目成功才会发生。结论：突出了项目生态系统中利益相关者群体之间的观点差异及其后果。