The ability to more rigorously predict successful projects is critical in the wake of massive technology failures in both private and public settings. These failures, and the trepidation they cause, must be balanced with the new mandate, fostered in both public and private sectors, that organizations operate within new transparent and accessible structures, which are precipitated by Information Technology. These new structures require crosscutting services, which require improved communication and interaction across traditional organizational lines. These new requirements, which fundamentally alter the nature of the organization, are made possible through the strategic use of Information Technology. While idealistic, the fundamental changes in organizations are not easily achieved due to conflicting values, preferences, and objectives. As such, the identification and enactment of critical success factors associated with IT implementation becomes essential in order to mitigate the high failure rates commonly found in public and private sector IT initiatives (see Standish Group, 1995).