The federal government spends much money on information technology (IT) projects each year, yet numerous IT projects continue to underperform. For instance, in Fiscal Year 2008, OMB and federal agencies identified approximately 413 IT projects ($25.2 billion) as being poorly planned, poorly performing, or both. Agencies struggle to implement sound organizational structures and consistent procedures to control IT projects effectively. However, their efforts to resolve these problems can also contribute to cost overruns, missed delivery dates, and lessened project functionality if the processes are not carefully coordinated. Through the years, managers have struggled with delivering IT projects to their customers' on time and within budget. Two primary reasons that IT projects have underperformed have been the way in which IT organizations are structured and how IT projects are managed within those structures. Centralized IT organizational structures cause problems for managing IT projects and decentralized IT organizational structures cause other problems for managing IT projects. Researchers have suggested that the problems resulting from a centralized organizational structure include inflexibility to customer requests, slow response to changing requirements, and reduced response time and user satisfaction. Researchers also have suggested that the problems derived from a decentralized organizational structure include difficulty in integrating projects, raised barriers to standardization, deterred economies of scale, and difficulties in maintaining control of projects and enforcing configuration standards. Managers' attempts to remediate the problems with management practices have not been very successful; projects continue to fail. Applying best practices to the management of IT projects could make improvements to the performance of those projects. However, managers have not always been successful. In this study, the researcher examined organizational structures and IT project management practices to determine what effect these themes have on IT project performance. The researcher was interested to learn whether an alternative framework could influence the successful implementation of IT projects within the federal government. The results of the researcher's analysis led to the development of the Hybrid Management Model that combines the two themes into one model for managers to employ. Studies from the management literature suggest that relationships exist among the Hybrid Management Model's features and IT project performance. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]