It is widely recognized that the success of projects contributes to the success of the company business. Researchers have been looking for ways to improve Project Success PS. In the quest for that, in recent years, there has been a growing interest in academia and practitioners in Information Technology Governance ITG, Project Governance PG, and their impact on Project Performance and PS. The concept of PG was used by organizations to achieve strategic goals and objectives. Moreover, several researchers have explored the concept of ITG in a number of contexts. Nevertheless, their focus remains on the system interactions in various public and private institutions. In addition, ITG also has an impact on determining the projects' failure and success, and hence play an important role. ITG is considered as an essential part of corporate governance under board of directors and decision-makers' responsibility. The aim of this study is to explore the relationship between ITG and PG and their impact on PS. The study utilizes a mixed method of qualitative and quantitative approaches through conducting semi-structured interviews. Moreover, this research aims to develop a comprehensive framework for researchers to strengthen the effective use of PG and ITG. This research study contributes to the body knowledge by addressing the phenomenon about the impact of ITG and PG on PS. In addition, this research provides a comprehensive framework for the study. This research also introduces a culture of compliance variable under ITG factor in the research's conceptual framework. The results of data analysis from a sample of 10 participants from 7 organizations showed a strong relationship between ITG and PS. In addition, the results show that there is a positive relationship between PG and PS. In addition, the results of the study show a strong relationship between alignment of ITG and PG and their impact on PS. The results conform with other studies, however as the study was conducted in Oman, the answers were based on Omani perspectives, and may need to be investigated further before they could be generalized. Moreover, the respondents in this study were both from public and private sectors in Oman from different types of organizations. Thus, the results are not related to a specific type of organization. Further studies are needed by using a larger sample size outside Oman and within similar countries in the region, e.g., neighboring Gulf or Arab countries. Future research studies should also be performed on certain specific industries (e.g., telecom, banking, oil & gas and service industries).