Why do we expect IT Projects to go according to plan, while we simultaneously harbour expectations of failure?

This is a paradox we mentally juggle, albeit only fleetingly, when we start an IT project. If we have communicated widely, decided collaboratively, and planned extensively, then why do our concerns and nagging doubts persist as the project progresses?

With the absence of any rational answers to our concerns, and with failed IT projects typically dominated by biased opinions, scapegoats, finger pointing and refutations, there has been a crucial need for research to uncover the root of failed IT projects.