Decision Support Systems development and implementation requires substantial organizational time and effort with several factors contributing to DSS success. This paper presents a framework for evaluating the organizational factors that can lead to project continuance, delay and/or abandonment. A case study of a large scale DSS, Fuel Management System (FMS) at Delta Air Lines is presented and its implementation is evaluated in the context of this framework. The research case provides insight into organizational issues relating to the implementation of DSS project. The DSS, although successful, was delayed primarily due to the lack of organizational direction and clarity. The paper articulates conclusions and implications for managing DSS projects more effectively.