ABSTRACT
Some practitioner's advocate that a project is successful if it satisfies all three legs of the triple constraint, namely, performance, cost and time. This is viewed as the most basic level of project success. Pinto and Slevin argue that in spite of extensive research there has been limited convergence on the components and causes of project success. De Wit and many other researchers make a distinction between project success and project management success. It was also found that delivering project success is more difficult than delivering project management success, because it predictably involves aspects which may be beyond the control of the project team. Sutton's project success framework enables project managers to understand where and how they are failing and then target the measures that produce the greatest likelihood of success. Project management success refers to whether a particular project has produced the desired outputs, while project success refers to whether a particular project has produced the desired outcomes.
