In the world of IT, delivery managers with systems and software background have traditionally been more successful in the project management role. The role of generalist project managers in IT projects is better left for peripheral or support functions (managing a training track, for instance). Moreover, IT development artifacts can be extremely detailed and if micro-managed (something very easily done with task-oriented project management), can cause situations where you are not able to see the forest for the trees. Traditional Gantt-chart management with day-to-day track assessment of projects via red-yellow-green color codes may look good on status reports, but does little to ascertain the true status of a project.
What defines a small project? Well, I’d say one where no more than five people working on a deliverable for a maximum of four months is as good a metric as any. We are also talking about something that will not cost over one million dollars including labor, hardware, and software capital costs.