Framing of project critical success factors by a systems model Joyce Fortune * , Diana White Department of Technology Management, Faculty of Technology, The Open University, Walton Hall, Milton Keynes MK7 6AA, United Kingdom Received 11 June 2004; received in revised form 27 June 2005; accepted 14 July 2005 Abstract Perhaps the best known approach for tackling the human and organisational aspects of projects is through the use of Ôcritical success factorsÕ but although the approach has very many champions it is not without its critics. This paper sets out the findings of a major review of the sets of factors that are available and outlines the main reservations that have been expressed about the approach. It then shows how a systems model, the Formal Systems Model, can be used as a framing device to deliver the benefits of taking account of Ôcritical success factorsÕ whilst at the same time avoiding the problems associated with Ôcritical success factorsÕ that give rise to the criticisms. Two IS projects are used to demonstrate use of this framing devise. When observation began at the start of the projects they looked very similar and equally likely to succeed. In the event, one of the projects was largely successful across the whole of the range of measures normally used to judge success whilst the other exhibited most of the characteristics of failure. Analysis using the framing device is well able to demonstrate the marked differences in the ways the two projects were managed and to account for stark contrast in the levels of success achieved. The paper concludes that the Formal System Model allows the underlying ben- efits of Ôcritical success factorsÕ to be secured whilst overcoming most of the problems associated with a checklist approach. Ó 2005 Elsevier Ltd and IPMA. All rights reserved. Keywords: Critical success factors; Formal system model; Human and organisational aspects of projects 1. Introduction The concept of success factors is usually credited to Daniel [1] who introduced it in relation to the Ômanage- ment information crisisÕ that was being brought about Ôby too rapid organizational changeÕ. In his seminal pa- per on the topic Rockart [2] unpacked the term Ôcritical success factorsÕ (CSFs) thus: ...the limited number of areas in which results, if they are satisfactory, will ensure successful competitive per- formance for the organization ... ... the few key areas where Ôthings must go rightÕ for the business to flourish. ... areas of activity that should receive constant and careful attention from management. ... the areas in which good performance is necessary to ensure attainment of [organizational] goals. Rockart gave his examples of critical success factors at industry and organization level from the perspective of the Chief Executive but sets of factors have now been developed at very many different levels and across a huge range of undertakings and activities. Where pro- ject management is concerned, the search for CSFs be- gan in the 1960s. Since then very many authors have published lists of factors, sometimes relating them to specific problem domains and types of activity, some- times stressing their applicability to all types of projects and sometimes turning the notion on its head and refer- ring instead to critical failure factors. There have also been a significant number of studies comparing sets 0263-7863/$30.00 Ó 2005 Elsevier Ltd and IPMA. All rights reserved. doi:10.1016/j.ijproman.2005.07.004 * Corresponding author. Tel.: +44 01908 654896; fax: +44 01908 653718. E-mail address: J.Fortune@open.ac.uk (J. Fortune). www.elsevier.com/locate/ijproman International Journal of Project Management 24 (2006) 53–65 INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT