Abstract
In spite of rich experience in ICT projects' management, a considerable number of them fail. Success of ICT projects is even further endangered in transitional countries, where two parallel processes of informatization and re-engineering of public institutions is taking place. Measures of successful ICT projects' management are defined in strategic documents of egovernment development, however they are not enough to avoid failures. The risk concerning execution of ICT projects is defined in relation to the decision-making theory and organizational theory. Major parameters of ICT decisions and their implementation are analysed: changing laws and regulations, the scale and diversity of ICT projects executed in public institutions, expertise and skills in ICT management, relations between public institution and private partner. Results of activating those parameters are presented in four examples of large systems projects accomplished in public administration in Poland.