A review of the change factors in the nineteen projects studied allows some comparisons to be made. The technology, people and process change factors were assessed fairly similarly on average (3.8/3.9/3.7 respectively out of a maximum of 5 - Table 2). However, within these three change dimensions, there were some significant variations, and certain of these factors stand out as being of particular importance in determining project outcomes. Project alignment to overall business strategy was strong in nearly all projects, and this emerges as perhaps the key success factor. Even when other aspects of the project were not so successful – for example at E-Business Services and Energist UK - the fact that these projects were seen as critical to projected company growth ensured continued management support and eventually resulted in successful project outcomes. On the other hand, at Allpay.net, the lack of clear alignment of the original project proposal with company strategy led to it being abandoned early in the project cycle and replaced by a significantly different development project; and at AuraQ, a lack of consistency in business strategy in a difficult trading environment meant that the project contributed very little to the company’s subsequent development.