The social, political and cultural issues faced by organisations and their senior management team in the delivery and adoption of strategic projects, is highly complex and problematic. Despite a mature body of literature, increasing levels of practitioner certification, application of standards and numerous government initiatives, improvements in success have been minimal. In this study, we analyse the key underlying factors surrounding the failure of Information Systems (IS) projects and explore the merits of articulating a narrative that focuses on senior management embracing practical pessimism. Specifically, we develop a hypothesis supported by empirical study that leverages expert’s views on the dominance and interrelationships between failure factors within PRINCE2® project stages using an Interpretive Ranking Process. Our findings establish how the concept of dominance between individual failure factors can necessitate senior management to make key informed and timely decisions that could potentially influence project outcomes based on an empirical derived, interpretive predictive framework.
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