Success Factors of IT Project Management in a Country Developing an Innovative and Sustainable Economy—The Case of Kazakhstan

Abstract

This study investigates the key success factors of IT project management in an emerging, innovation-oriented economy using evidence from Kazakhstan. Drawing on expert interviews and an anonymous enterprise survey, we rank 59 processes across the project life cycle and test three hypotheses concerning the roles of human factors and professional governance. The results confirm broad alignment with success factors commonly reported in mature economies yet reveal a distinctive pattern at earlier maturity stages: team composition, communication, and collaboration have a stronger impact on project success than formal controlling and detailed financial governance. We also identify a substantial gap between the declared importance of success factors and their actual implementation—particularly in integration-stage budgeting, acceptance testing and quality assurance, and lessons-learned practices—highlighting how limited practical experience constrains the adoption of governance routines. The findings refine contingency perspectives on project success by positioning key success factors along a development trajectory in which people-centric capabilities serve as prerequisites for the subsequent effectiveness of “hard” project-management methods. The study advances understanding of the role of IT project management in countries at an early stage of developing an innovation-driven economy.