TECHNICAL, MANAGERIAL, AND FINANCIAL DETERMINANTS OF IT PROJECT SUCCESS: THE MODERATING ROLE OF PROJECT COMPLEXITY AND THE MEDIATING EFFECT OF GREEN ENERGY PRACTICES

Abstract

The growing complexity of information technology (IT) projects has heightened the need to understand the competencies and practices that drive project success, particularly in sustainability-oriented contexts. This research examines the impact of technical tasks, project management competencies, and financial tasks on IT project success, with project complexity as a moderator and green energy practices as a mediator. The study is positioned within the United Kingdom and European Union, regions characterized by strong regulatory and policy frameworks supporting sustainable project management.

Adopting a mixed-method design, the research combines quantitative surveys from 412 IT project managers with qualitative interviews from industry experts. Structural Equation Modeling (SEM) was used to validate the framework and test hypotheses. The model demonstrated strong explanatory power, accounting for 68% of the variance in project success. Results indicate that technical tasks (β = 0.41, p < 0.001), project management competencies (β = 0.37, p < 0.001), and financial tasks (β = 0.29, p < 0.01) all have significant positive effects on project success. Project complexity exhibited a negative direct effect (β = –0.22, p < 0.05) but also moderated the relationships, amplifying the importance of competencies under high-complexity conditions.

Crucially, green energy practices emerged as a strong mediator. The indirect effect of competencies on project success through green energy was significant (β = 0.24, p < 0.001), underscoring the strategic role of sustainability initiatives. The mediation model also revealed that technical and financial tasks contribute to project outcomes more effectively when integrated with green energy considerations, highlighting the synergy between operational efficiency and environmental responsibility.

Comparative analysis across EU member states revealed variations in adoption. Projects in Northern Europe reported higher incorporation of green practices and correspondingly stronger effects on success, whereas projects in Southern Europe displayed greater variability due to regulatory and cultural differences. These findings suggest that while the integrated model is broadly applicable, contextual adaptations are necessary.

The study contributes theoretically by advancing an integrated framework linking competencies, complexity, and sustainability, and practically by offering guidelines for managers and policymakers. Emphasizing both performance and environmental stewardship, the research demonstrates that sustainable practices are not only ethically desirable but also strategically advantageous in improving IT project success in complex environments