Using a case study approach, this chapter examines the role of organizational networks in the success and failure of information and communications technology projects. Within a framework informed by the literature of information systems failure, the diffusion of innovation and social network analysis, it argues that information systems projects must take into account the social context in which they are implemented. To be successful such networks require a mix of extended and locally based support networks, because they provide access to much needed resources, including innovations, strategic advice, training, and support at the appropriate level. It further argues that the people who are working in a regional setting felt themselves to be in an extremely disadvantageous situation because they typically lacked support from similar networks. The author hopes that highlighting the importance of such support networks will lead to a better understanding of systems failure and success, and will contribute to improved policy formulation and practice.