ABSTRACT
This chapter presents a critic stand towards the traditional view of project performance, highlighting its limitations as acknowledged in project management literature. It focuses on the importance of not just managing projects but also of managing for projects, providing insight into some of the contextual conditions which can contribute to optimal project performance. The chapter utilises the lens of the “management for projects” theory to challenge the traditional perspective of project performance as the evaluation of projects as per specifications, on time, and on budget, which the author perceives as a misleading driver. There are numerous cases available in the literature of projects which were challenged in their performance and even deemed unsuccessful considering the traditional project management metrics and yet are perceived as a success. The organizational culture prevails over the most well-defined strategic intent and therefore is a consideration of utmost importance for projects and their performance.
