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==Conclusion==

Defining and measuring project success could be complex beyond the traditional notion of the iron triangle constraints. An alternative multi-dimensional approach which include external measures of customer satisfaction and organizational benefits is suggested to measure project success. However, the importance of these project success dimensions varies with the level of uncertainty and different time-frames in a strategic mindset. Uncertainty presents projects with risks and opportunities, therefore as the level of uncertainty increases, importance of meeting time and budget constraints is reduced and the impact the project has on the customers and the organizational benefit is increased. The relative importance of these measures is also time dependent. During project execution and in the short-term, project efficiency is the most important measure of project success and offers a good tool for project monitoring and control. However, upon project completion and as the product reaches the customer, project efficiency becomes less important in comparison to what impact the project and/or its products would have on the customers. Eventually, on the long run, the outcome benefits the project generates for the organization, becomes the most important measure of project success.