d sometimes years, by a team, large or small, of people.
             In order to make the whole process easier, it can be broken down into steps. Figure 2 shows the basic order of IS construction, though this will vary from project to project.
             Figure 2 essentially shows the construction process being broken down and analysed so the project manager knows exactly what his/her objectives should be.
             Then the method of displaying the input and output is decided and the programme customised to the situation.
             The system is tested and, provided the IS works as it should, it is put into operation.
             Then, the question crops up again. This all seems relatively simple, so where do all the problems come from?
             The article 'The project killers' (Schnider, 2002) was a write up of research involving over 800 senior IT professionals. The basic conclusion from this research was that good communication and general project management disciplines were the most important items needed to give an IS project a chance of survival. The issue of social and political success is key to IS project success.
             First of all we need to establish how serious the problem of IS project failure is, so some statistics are needed. From the research done by Computer Weekly and The Coverdale Organisation, it was discovered that an estimated two thirds of IS projects do not deliver all of their initial objectives and more than one quarter of all IS projects fail altogether. It would seem that there is quite a problem in this area.
             A deeper analysis of the results now needs to be attempted. IS project failure is not as a result of IT specific or technical factors. Technological competence is obviously needed in the project team members, more so in suppliers and ot
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