Measuring Project Success Beyond The Iron Triangle

Abstract

The practice of assessing projects performance and outcome has traditionally relied on defining success criteria in terms of the Iron Triangle (also known as the Triple Constraints). Indeed, The International Project Management Association (IPMA) defines a project’s success as “the ability to deliver the project’s product in scope, time, cost and quality.”. (IPMA competence baseline, 2006). Accordingly, the conventional job of project managers has been to ensure a balance between the competing visible elements of the iron triangle. This article argues that this concern should include further considerations when assessing the success of projects, notably on large organizational level as well as the public sector