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An information technology (IT) project is a once-off operation with a beginning and an end whose goal is to integrate and improve business processes within an organization. It requires human and material resources. Thus, project management covers all the tasks needed to manage the project to its end. In fact, information technology (IT) has become a key development element for the society in general and businesses in particular. Its influence on business is well established as it directly affects the quality of outputs, communications, customer service, and even healthcare at work (Wamba & Chatfield, 2009). To achieve competitive advantage within a global environment, every Cameroonian company should integrate ITs into its management, which requires quality, methods and strategic use of information system (IS) (Roberts & Wood, 2002). Otherwise, companies run the risk of losing resources (mainly financial resources) or of going bankrupt. Unfortunately, the outcomes of information system projects in the world tend to discourage companies from adopting ITs. Indeed, according to a survey conducted by the Standish Group in 2014 (USA) on 8380 applications, only 16.2% of projects are delivered on-time in respect of the budget, while 31.1% are cancelled before delivery and 52.7% cost 189% more than their original estimate (Standish group, 2014).
In general, authors agree that the quality of management has a direct effect on the success or failure of information system projects (Glowalla & Sunyaev, 2015). The relevant, extant literature provides several contributions to the evaluation of critical factors affecting the success or failure of projects in basic research and empirical studies (Taherdoost & Keshavarzsaleh, 2015). In fact, the IS success model emphasizes three dimensions in measuring the success of IT projects: system quality, information quality and user satisfaction. Additionally, Khatib and Srivastava (2013) conclude that the main reasons for the success or failure of a project depend on the approach used by organizations. Similarly, various reasons can explain the failure of projects: users’ extreme expectations (Taherdoost & Keshavarzsaleh, 2015) and the lack of alignment with corporate strategy (Hoffman, 2003). Finally, for empirical studies, the Standish Group report (2014) states that the success of a project is measured by four basic parameters: project on-time, budget, scope and objectives of the project. However, they do not highlight the changes that occur in the business.
While projects consume huge resources (mainly financial resources), organizations expect a return on investment and an added-value. However, the extent of added-value depends mainly on internal and external factors, including additional resources of the organization, its business partners, and the competitive environment (Melville, Kraemer, & Gurbaxani, 2004). In the enterprise, this added-value is based largely on the users’ acceptance of the system (Davis, Bagozzi, & Warshaw, 1989) and on their satisfaction. Considering a good level of system quality and information quality, user satisfaction can be considered a key success factor. Thus, it should be monitored efficiently at the beginning of the project.