279 Copyright © 2013, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Chapter 17 DOI: 10.4018/978-1-4666-4153-2.ch017 INTRODUCTION This chapter examines factors that contribute to success in information systems (IS) work. Success models for IS focus on the use and benefits of IS, often treating them as static entities (Delone & McLean, 2003; Salmerona & Smarandacheb, 2006; Seddon & Kiew, 2007). This accords with the traditional view of IS development as episodic and project-based. According to that view, IS emerge through a relatively brief development process and remain essentially unchanging thereafter. Yet, in reality, contemporary IS are dynamic; they constitute an important component of business Simon McGinnes Trinity College Dublin, Ireland A Steady-State Framework for Integrated Business Change and Information Systems Development and Maintenance ABSTRACT Success models often treat Information Systems (IS) as static. Yet most IS evolve continuously, and most development efort occurs during the so-called maintenance phase. For an IS to succeed, its evolutionary process must also remain successful. Unfortunately many IS projects fail, particularly when outsourced. This chapter argues that the practice of managing IS work in project form may itself be implicated in IS failure. The project model is critically examined, identifying mismatches with the reality of IS work as a component of business change. The results suggest that merely trying harder to make projects suc- ceed may be inefective. An alternative framework for “steady state” development is proposed, which characterises IS work as evolutionary and inseparable from its context of business change, providing a blueprint for IS development without the need for projects, and ofering improved chances of success when “big bang” project management would otherwise be the only option.