Project management success, achieving of the triple constraints, does not guaranteernproject success. More than 70% of projects fail or are challenged to achieve their plannedrnobjective (Standish Group, 2001). Thus, this raises the bigger question: is it morally,rnsocially, economically and politically acceptable to decide funding of a project withoutrnfiguring out whether the project can deliver the best service and with the most impact?rnGood project planning at the early stages of a project (the â€œfront-endâ€) has been found torncontribute significantly to the minimization of uncertainties, maximization of projectrnbenefits and thereby ensuring better opportunity for project success or reduce thernubiquitous problems that prevent the achievement of project success. The introductionrnand uses of front-end project management will be of critical importance for developingrncountries like Ethiopia in their selection of right projects and making an optimal decisionrnonly on projects that will have better impact for the social good. Accordingly, projectrngovernance practices in selected Ministries in Ethiopia have been explored in this study.rnA qualitative research design, with a case study methodology was used in the study; anrnin-depth interview of Directors and senior experts from four government ministries wasrnconsidered as a data source. The ministry offices include Ministry of Finance andrnEconomic Cooperation, Ministry of Communication and Information Technology, Ministryrnof Trade and National Planning Commission. A total of 12 senior executives and seniorrnexperts were interviewed on one-on-one basis. Thus, this study explored the front-endrnproject management practices with regards to project definition and documentrnpreparation (presence of cost benefit analysis, benefit realization plan, organizationrnchange management and risk management plan), appraisal, and decision-makingrnprocess in Ethiopia. Furthermore, the operating project management framework forrnachieving project success through the implementation of front-end project managementrnfor IT projects was explored. Accordingly, the study revealed that, the front-end planningrnis not adequately practiced. This was due to lack of personnel with the appropriate skillsrnat different level, lack of clarity in mandates and of use of guidelines in the preparationrnand appraisal of public sector projects among others. The outcome of the study will bernuseful for the policy makers in pubic-sector IT projects front-end planning, in therndetermination of projects that can deliver the desired objective and support the seniorrnmanagement evidence based decision making process whether to approve, terminate,rnor modify projects.