Many information technology (IT) projects fail to meet specified
project objectives of scope, time and budget. Despite
well-established best practice project risk management processes,
project managers perceive these processes to be ineffective in
minimising the influence of risk on the project outcome. This
failure may be contributed to by inadequate project risk
management, the systematic utilisation of a process by project
managers to identify, analyse and respond to risks posed by events
and conditions that are not definitely known in advance, but which
may adversely affect the success of the IT project. Factors or
interventions causing the discrepancy between how adequate risks
should be managed and how risks are actually managed are
insufficiently researched. Hence, as part of an effort to
understand this discrepancy the present study investigates how
interventions influence the use of project risk management and
ultimately influence ability of project managers to prevent risks
from adversely influencing the project outcome.
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