IT Project Success Criteria – Why these, and why now?

Over the past 22 years at Smartbridge, I’ve seen firsthand what makes IT projects succeed and what makes them stall. The projects we take on are often ambitious and transformative… building data foundations, integrating complex systems, modernizing applications, or applying AI and automation in new ways.

In every engagement, the consulting firm and the client share responsibility. A good firm will guide, challenge, and deliver. But the client’s role is equally important. When both sides commit to the right factors, projects move faster, results stick, and the investment pays off.

From my perspective, four success factors stand out as non-negotiable. These are the conditions that consistently separate thriving projects from those that struggle.

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Added to that, today’s IT projects carry more weight than ever before. They’re not just about implementing a new system or upgrading a tool. They’re about creating data-driven organizations, connecting platforms across the enterprise, and introducing AI and automation into core processes. These projects touch multiple departments, change how people work, and often redefine how a company delivers value to its customers. That’s why success requires more than good technology. It requires alignment, leadership, and a thoughtful partnership between client and consulting firm.

1. Engaged Leadership and Executives

In every successful project I’ve been a part of, leadership involvement has made the difference. When executives are engaged, decisions happen faster, roadblocks get cleared, and the project maintains visibility across the organization.

  • What the consulting firm should do: push for executive sponsorship from the start and tie project goals directly to business outcomes that matter to leadership.
  • What the client should do: make sure leaders don’t just sign off at kickoff but stay visible. Have them attend milestone meetings and reinforce why the project matters to the business.

2. Discovery and Interview Sessions

The quality of a solution depends on the quality of the input. Discovery sessions and interviews bring forward the realities of how people work, where inefficiencies exist, and what the future state should look like.

  • What the consulting firm should do: facilitate structured interviews, ask hard questions, and document not only what works but what frustrates users.
  • What the client should do: provide access to the right subject matter experts, encourage honest input, and make time for staff to participate without rushing. The best insights often come from the people closest to the work.

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3. Expect and Plan for Change

Nearly every IT project creates change, whether it’s a new workflow, a new system, or an entirely new way of analyzing data. Too often, organizations underestimate the cultural side of this shift.

  • What the consulting firm should do: bring change management into the project plan, communicate clearly about what’s changing, and provide training and adoption support.
  • What the client should do: prepare teams early, identify change champions in each department, and address resistance head-on. When employees see leaders supporting the change, they’re far more likely to adopt it.

4. Lean and Agile Delivery

Big-bang projects rarely succeed. Momentum fades, scope drifts, and users lose confidence when results take too long. A lean and agile approach keeps projects moving, visible, and valuable.

  • What the consulting firm should do: work in short sprints, deliver incremental wins, and maintain transparency about progress and priorities.
  • What the client should do: commit to quick feedback cycles, embrace “good enough for now” in early releases, and be responsive when the project team needs decisions. The faster both sides move, the faster value is realized.

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Building a True Partnership for IT Project Success

My experience has taught me that the technology itself is rarely the biggest obstacle. The real challenge is building the right conditions for success:  engaged leadership, open discovery, readiness for change, and a commitment to agile progress.

These aren’t responsibilities that rest solely on the consulting firm, nor do they belong only to the client. They’re shared. The best outcomes happen when both sides take ownership, stay accountable, and treat the relationship as a partnership rather than a transaction.

When these success factors are in place, projects don’t just meet requirements, they deliver lasting impact. They build stronger data foundations, connect systems across the enterprise, and open the door to innovation with AI and automation. And most importantly, they create confidence that future projects will succeed too.

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To participate in our interviews, please write to our CyberTech Media Room at sudipto@intentamplify.com