Empirical research on project-level success of systems development in developing regions is lacking. Managers cannot rely on prescriptions suggested by IS projects research in developed countries to understand IS projects in developing countries without empirical evidence supporting the applicability of these guidelines. We collect data from 61 IS project leaders to test eight research hypotheses tapping the relationship between IS project characteristics and performance in a developing country. Our analyses reveal that adequacy of development tools, formal planning, management support, and participation are positively related to IS project performance. However, the data find no support for a significant relationship between members’ abilities, project uncertainty, and conflict and performance. Contrary to previously reported findings, our data highlight the possible damaging effect of increased horizontal coordination in IS projects. We discuss these results and suggest directions for future research.