ABSTRACT
More and more people are working on projects, and are using project management processes and tools. Everyone wants to improve project success, but many struggle to achieve the desired results. Formal literature and anecdotal data provide many examples of cases where a project falls short of expectations in one or more of the triple constraint items, or in terms of client satisfaction, and yet the project team collectively and officially pronounces the project a success. On other occasions, the team may consider the project a success, while the client pronounces it a failure. The disparity of judgment as to the success or failure of a project might even extend to the team and the client personnel, i.e., the pronouncement of success or failure may not be unanimous among the client personnel or among the project team. Some of the people in this collective group may feel the project was a success, while others may consider failure a better descriptor for the project.
