Abstract The computer-based system has become an important corporate asset, for the success of information technology (IT) projects can have direct impact on the profitability of a company. Although there has been significant progress in software engineering techniques, problems like delay, budget overruns, substandard performance or even complete failure still occur frequently in IT projects. Technical excellence is important but high quality management is also indispensable in dealing with the immense complexity and scale of today's IT projects. Project managers must be able to identify problems in all aspects of the project and act promptly to solve them. The study on which this article is based employed a systematic model — the project implementation profile (PIP) — as a framework for the investigation of the vagaries of CHART(II) project development in a large Hong Kong company. The authors trust that the experience of CHART(II) will assist readers contemplating similar projects to avoid some of the difficulties encountered in the Hong Kong context.