A report from former UK Health Secretary Andrew Lansley captured the attention of many by highlighting that "Labour's IT programme let down the NHS [National Health Service] and wasted taxpayers' money by imposing a top-down IT system on the local NHS, which didn't fit their needs" (BBC News, 2011). This report highlighted significant issues associated with IT/IS project delivery. Successful delivery of projects is essential to the effective functioning of government and has a direct bearing on departments' abilities to improve public services (Improving Government Risk Handling, 2009). Despite this central role of IT/IS projects within organizations, the high cost and failure rate continue to engage researchers and practitioners. Improving project performance by means of ensuring successful management, development, and delivery of information technology/information system (IT/IS) projects remains the top priority of most organizations and project communities (Standish Group, 2010; Wysocki, 2007; Yardley, 2002). As a way of addressing this, project management methodologies (PMMs) are regularly employed with the aim of increasing project efficiency and effectiveness. Public and private sector organizations worldwide invest significant resources into efforts, ranging from a review and tailoring of the current practices to the adoption or development of new PMMs. Despite these efforts, the benefit gained through the usage of methodologies toward improving project performance of IT/IS projects has rarely been examined or articulated. Therefore, this article, which is a subpart of a major research (Figure 1), examines the benefits and support provided by PMMs in their business context, through firsthand empirical investigation. The following section sets the context and the research background for this article. Research Background and Literature Organizations achieve business benefits, produce and improve products, design and develop systems and services, and invest in company infrastructure primarily through project activities (Davies & Hobday, 2005; Shenhar & Dvir, 2007). In the United Kingdom alone, around 21% of the gross value added in manufacturing and construction is through complex products and systems development projects (Davies & Hobday, 2005). As a result, there is a tendency toward standardizing project activities by means of formalized, generic PMMs (Gunnarson, Linde, & Loid, 2000)-for example, the drive from government and the public sector toward the promotion and usage of