Project outcomes: which factor is LEAST associated with systems development project failure across organizations?

Introduction / Context:
Why projects fail is a perennial management question. Root causes tend to be about governance, scope, stakeholder engagement, and technical execution—not the mere corporate size.

Given Data / Assumptions:

• Projects occur in small and large organizations alike.
• We examine factors commonly cited in failure analyses.
• We must select the least associated factor.

Concept / Approach:
Empirical studies highlight inadequate stakeholder engagement, weak requirements, integration failures, and uncontrolled scope or schedule risks. Company size alone is not causal; both startups and enterprises can succeed or fail.

Step-by-Step Solution:

Verification / Alternative check:
Post-mortems and industry surveys attribute failure to process and technical issues rather than organizational headcount.

Why Other Options Are Wrong:
They directly contribute to failure via mismatched expectations, broken handoffs, and runaway projects.

Common Pitfalls:
Assuming large companies always deliver; without governance, size offers no guarantee.

Final Answer:
Size of the company executing the project