Information Technology (IT) projects operate in dynamic, uncertain, and knowledge-intensive environments where failure rates remain considerably high due to rapidly evolving technologies, complex stakeholder interactions, and organizational constraints. Organizational Learning (OL) theories—such as Argyris & Schön’s single-loop and double-loop learning, Nonaka’s SECI model, Senge’s learning organization principles, and Crossan et al.’s 4I Framework—provide powerful conceptual foundations for improving IT project outcomes. This research article explores how organizational learning mechanisms can be systematically integrated into IT project management practices to enhance adaptability, team learning, knowledge transfer, and project success. Drawing upon socio-technical systems thinking and project governance literature, the study proposes a multi-layer learning–project alignment framework. Conceptual diagrams and practical illustrations demonstrate how learning theories support risk management, decision-making, innovation, and continuous improvement in IT project lifecycles. The paper concludes with recommendations for implementing learning-oriented project governance models and highlights areas for future research.