Resumen
IT project governance involves establishing authority structures, policies and mechanisms for IT projects. However, the way governance arrangements are implemented can sometimes exclude or marginalise important stakeholders. In this paper, we use critical systems thinking, and the notions of boundary critique and entrenched structural conflict, to inform a critical re-analysis of a case study where the governance proved relatively ineffective. We use the ?twelve questions? from the critical systems heuristics (CSH) approach to diagnose problems with governance arrangements and suggest solutions. Based on this, we suggest the CSH approach has theoretical and practical efficacy for improving IT project governance in general.