The DOI matches its Crossref record; 15 of the 19 references it cites were found in a registry or an index.
Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria
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“The success criteria of projects are determined by cost, quality, and time [29,30], also called the 'iron or golden triangle'.”
From Blockchain Technology: Potential Applications for Public Sector E-Procurement and Project Management (2022) · cites this paper as [29]
In the citing paper
“In the world of production, the ideal outcome is often a trade-off between good (quality), fast (time), and cheap (cost), with firms rarely achieving all 3.11”
From Outcomes and Complications of the Mustardé Otoplasty: A “Good–Fast–Cheap” Technique for the Prominent Ear Deformity (2020) · cites this paper as [11]
Citations
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Items 101–200 of 1,000
The front-end of projects: a systematic literature review and structuring
Williams, T., Vo, H., Samset, K., & Edkins, A. (2019) · Production Planning & Control · doi:10.1080/09537287.2019.1594429 · Cited by 145
“…a growing trend of ‘strategic project management’ in the literature, in which the general idea is that the project team focuses on not only achieving the traditional ‘iron triangle’ (i.e. time, cost, and scope) (Atkinson 1999) but also supporting the strategy and sustainability of their company.”
BackgroundThe challenge of introducing sustainability into project management function: multiple-case studies
Martens, M. L., & de Carvalho, M. M. (2015) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2015.12.039 · Cited by 160
Caniëls, M. C. J., & Bakens, R. J. J. M. (2011) · International Journal of Project Management · doi:10.1016/j.ijproman.2011.05.005 · Cited by 182
Identification and evaluation of success factors for public construction projects
Tabish, S. Z. S., & Jha, K. N. (2011) · Construction Management and Economics · doi:10.1080/01446193.2011.611152 · Cited by 156
Golini, R., Kalchschmidt, M. G. M., & Landoni, P. (2014) · International Journal of Project Management · doi:10.1016/j.ijproman.2014.09.006 · Cited by 156
The societal governance of megaproject social responsibility
Ma, H., Zeng, S., Lin, H., Chen, H., & Jonathan Jingsheng, S. H. I. (2017) · International Journal of Project Management · doi:10.1016/j.ijproman.2017.01.012 · Cited by 156
“A number of studies have focused on the traditional trigonal project success criteria related to cost, time, and quality (Atkinson, 1999; Flyvbjerg, 2011); ethical and environmental issues – such as risk control (Abednego and Ogunlana, 2006; Flyvbjerg et al., 2003; Ng and Loosemore, 2007), safety…”
Organizational capacity for change, change experience, and change project performance
Heckmann, N., Steger, T., & Dowling, M. J. (2015) · Journal of Business Research · doi:10.1016/j.jbusres.2015.07.012 · Cited by 154
Attitudes and leadership competences for project success
Müller, R., & Turner, J. R. (2010) · Baltic Journal of Management · doi:10.1108/17465261011079730 · Cited by 154
Gällstedt, M. (2003) · International Journal of Project Management · doi:10.1016/s0263-7863(02)00098-4 · Cited by 154
Analysis of factors critical to construction project success in Malaysia
Yong, Y. C., & Mustaffa, N. E. (2012) · Engineering Construction & Architectural Management · doi:10.1108/09699981211259612 · Cited by 154
Critical success criteria for public-private partnership projects: international experts’ opinion
Osei‐Kyei, R., Chan, A. P. C., Javed, A. A., & Ameyaw, E. E. (2017) · International Journal of Strategic Property Management · doi:10.3846/1648715x.2016.1246388 · Cited by 157
“These success criteria are what Atkinson (1999) referred to as the “iron triangle”.”
BackgroundStrategic planning characteristics applied to project management
Papke‐Shields, K. E., & Boyer-Wright, K. M. (2016) · International Journal of Project Management · doi:10.1016/j.ijproman.2016.10.015 · Cited by 152
Critical success factors for Malaysian construction projects: an empirical assessment
Yong, Y. C., & Mustaffa, N. E. (2013) · Construction Management and Economics · doi:10.1080/01446193.2013.828843 · Cited by 147
Davies, A. C., Manning, S. D., & Söderlund, J. (2018) · Research Policy · doi:10.1016/j.respol.2018.03.002 · Cited by 155
Significance of project management performance assessment (PMPA) model
Qureshi, T. M., Warraich, A. S., & Hijazi, S. T. (2008) · International Journal of Project Management · doi:10.1016/j.ijproman.2008.05.001 · Cited by 138
How project management approach impact project success? From traditional to agile
Lalić, D. Ć., Lаlić, B., Delić, M., Gračanin, D., & Stefanović, D. (2022) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-04-2021-0108 · Cited by 138
How Coordination Trajectories Influence the Performance of Interorganizational Project Networks
Oliveira, N., & Lumineau, F. (2017) · Organization Science · doi:10.1287/orsc.2017.1151 · Cited by 139
“Prior research shows that the procurement route can influence how organizations work together on a project (Atkinson 1999, Winch 2014).”
InfluentialIT projects success factors: a literature review
Iriarte, C., & Bayona-Oré, S. (2021) · International journal of information systems and project management · doi:10.12821/ijispm080203 · Cited by 174
“Many authors conceptualize success grounded in the criteria of success, criteria in which there is no consensus, the most traditional is the so-called “iron triangle” comprising cost, time, and quality [24, 25, 27-29].”
BackgroundSystem Dynamics Approach for Forecasting Performance of Construction Projects
Leon, H., Osman, H., Georgy, M., & El-Said, M. (2017) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000575 · Cited by 139
Developing a value-centred proposal for assessing project success
Yu, A. G., Flett, P., & Bowers, J. (2005) · International Journal of Project Management · doi:10.1016/j.ijproman.2005.01.008 · Cited by 131
Analysis of project success factors in construction industry
Gündüz, M., & YAHYA, A. M. A. (2015) · Technological and Economic Development of Economy · doi:10.3846/20294913.2015.1074129 · Cited by 132
Business development success in SMEs: a case study approach
Forsman, H. (2008) · Journal of Small Business and Enterprise Development · doi:10.1108/14626000810892382 · Cited by 132
Managing quality in projects: An empirical study
Basu, R. (2013) · International Journal of Project Management · doi:10.1016/j.ijproman.2013.02.003 · Cited by 131
Balanced scorecard for natural disaster management projects
Moe, T. L., Gehbauer, F., Senitz, S., & Mueller, M. (2007) · Disaster Prevention and Management An International Journal · doi:10.1108/09653560710837073 · Cited by 131
Shenhar, A., & Holzmann, V. (2017) · Project Management Journal · doi:10.1177/875697281704800604 · Cited by 123
“The second trend emerged when project management researchers started realizing that measuring cost, time, and quality for the assessment of project success is insufficient (Atkinson, 1999; Williams, 2005). Just as companies, projects should be viewed as strategic processes within a company and as a means to executing…”
BackgroundResultInfluentialMethods for Managing Different Perspectives of Project Success
Bryde, D. (2005) · British Journal of Management · doi:10.1111/j.1467-8551.2005.00438.x · Cited by 126
Project Management: A Cultural Literary Review
Henrie, M., & Sousa‐Poza, A. (2005) · Project Management Journal · doi:10.1177/875697280503600202 · Cited by 126
Role of Project Planning and Project Manager Competencies on Public Sector Project Success
Irfan, M., Khan, S. Z., Hassan, N., Hassan, M., Habib, M. A. B., Khan, S., & Khan, H. H. (2021) · Sustainability · doi:10.3390/su13031421 · Cited by 202
“At times, project managers consider a project to be closed when they achieve the major objectives of the project [24], whereas in other instances, if the project does not exceed the time, cost, and quality constraints, it is deemed to be successful [11].”
BackgroundYalegama, S., Chileshe, N., & Ma, T. (2016) · International Journal of Project Management · doi:10.1016/j.ijproman.2016.02.006 · Cited by 130
The impact of project methodologies on project success in different project environments
Joslin, R., & Müller, R. (2016) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-03-2015-0025 · Cited by 122
Project risk management: A deterministic quantitative technique for assessment and mitigation
Muriana, C., & Vizzini, G. B. (2017) · International Journal of Project Management · doi:10.1016/j.ijproman.2017.01.010 · Cited by 121
“For a background of the history of the PM, see the review of the literature, in the Sub-section 2.1.”
MethodInfluentialShaukat, M. B., Latif, K. F., Sajjad, A., & Eweje, G. (2021) · Sustainable Development · doi:10.1002/sd.2228 · Cited by 134
Benchmarking the management of projects: a review of current thinking
Barber, E. (2003) · International Journal of Project Management · doi:10.1016/j.ijproman.2003.08.001 · Cited by 120
Kim, J., Kang, C., & Inkeuk, H. (2011) · International Journal of Project Management · doi:10.1016/j.ijproman.2011.05.004 · Cited by 120
In the Shadows of Time: A Case Study of Flexibility Behaviors in an Interorganizational Project
Ligthart, R., Oerlemans, L. A. G., & Noorderhaven, N. (2016) · Organization Studies · doi:10.1177/0170840616655487 · Cited by 126
“…in a sense of urgency and, consequently, an emphasis on increased operational flexibility in later stages of a project in order to get tasks finished on time (Atkinson, 1999; Bakker & Janowicz-Panjaitan, 2009; Conte, Landy, & Mathieu, 1995; Jones & Lichtenstein, 2008; Saunders & Ahuja, 2006).”
BackgroundThe impact of entrepreneurship orientation on project performance: A machine learning approach
Sabahi, S., & Parast, M. M. (2020) · International Journal of Production Economics · doi:10.1016/j.ijpe.2020.107621 · Cited by 128
Goel, A., Ganesh, L. S., & Kaur, A. (2019) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2019.117676 · Cited by 119
Ngacho, C., & Das, D. (2013) · International Journal of Project Management · doi:10.1016/j.ijproman.2013.07.005 · Cited by 117
Towards a multi-dimensional project Performance Measurement System
Lauras, M., Marquès, G., & Gourc, D. (2009) · Decision Support Systems · doi:10.1016/j.dss.2009.09.002 · Cited by 118
Um, K., & Kim, S.-M. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.01.006 · Cited by 126
Classification of articles and journals on project control and earned value management
Willems, L. L., & Vanhoucke, M. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.06.003 · Cited by 115
Hannola, L., Richter, A., Richter, S., & Stocker, A. (2018) · International Journal of Production Research · doi:10.1080/00207543.2018.1445877 · Cited by 117
“Ideally, production fi nds an optimal balance between ef fi ciency, quality, and cost (Atkinson 1999).”
BackgroundThe professionals’ perspective on the causes of project delay in the construction industry
Agyekum‐Mensah, G., & Knight, A. (2017) · Engineering Construction & Architectural Management · doi:10.1108/ecam-03-2016-0085 · Cited by 144
“Atkinson (1999) claims that construction projects are continuously described as failing.”
BackgroundLinking transformational leadership and “multi-dimensions” of project success
Zaman, U., Nawaz, S., Tariq, S., & Humayoun, A. A. (2019) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-10-2018-0210 · Cited by 130
A performance measurement framework in portfolio management
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Cost overruns of public sector construction projects: a developing country perspective
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Critical success factors for ERP implementations in Belgian SMEs
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A method to measure success dimensions relating to individual stakeholder groups
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The Development of an Agent-Based Modeling Framework for Simulating Engineering Team Work
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The Impact of Project Organizational Culture on the Performance of Construction Projects
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Improvisation and agile project management: a comparative consideration
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Relationship quality and satisfaction: Customer-perceived success factors for on-time projects
Williams, P., Ashill, N. J., Naumann, E., & Jackson, E. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.07.009 · Cited by 130
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“However, in a project context, the team is under pressure to meet the triple constraints—time, cost, and quality (Atkinson, 1999; Belassi & Tukel, 1996; Jha & Iyer, 2007), leaving little time for social interaction and knowledge sharing, which may act as an obstacle for knowledge sharing among…”
BackgroundLocatelli, G., Invernizzi, D. C., & Brookes, N. J. (2017) · Transportation Research Part A Policy and Practice · doi:10.1016/j.tra.2017.01.024 · Cited by 108
“Even if there has been a long term desire to investigate project performance, according to different stakeholders perspectives over different timescales (Turner & Zolin 2012; Cooke-Davies 2002; Atkinson 1999), this paper focuses on cost and schedule performances.”
Modeling Organizational Project Management
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“Projects are temporary organizations delivering clearly identifiable outcomes within the limits of scope, time, and cost budgets (Atkinson, 1999).”
BackgroundLee‐Kelley, L., & Leong, L. K. (2003) · International Journal of Project Management · doi:10.1016/s0263-7863(02)00100-x · Cited by 100
Rasool, S. F., Chin, T., Wang, M., Asghar, A., Khan, A. A., & Zhou, L. (2021) · Energy · doi:10.1016/j.energy.2021.122765 · Cited by 99
Role of Opportunism and Trust in Construction Projects: Empirical Evidence from China
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Time pressure in software engineering: A systematic review
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“The so-called project management triangle dating back to the 1950s suggests that the outcome of any project can be explained by four constraints: quality, schedule, scope, and cost [6].”
BackgroundDefining project success: A multi-level framework
Bannerman, P. L. (2008) · Cited by 98
An investigation of the role of communication in IT projects
de Carvalho, M. M. (2013) · International Journal of Operations & Production Management · doi:10.1108/ijopm-11-2011-0439 · Cited by 97
Operationalizing governance categories of projects
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Risk assessment framework of PPP-megaprojects focusing on risk interaction and project success
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Impacts of Different Types of Owner-Contractor Conflict on Cost Performance in Construction Projects
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Identifying the key process factors affecting project performance
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“While cost, time, and quality are known as the “iron triangle”, several attempts have been made to expand the concept by adding additional parameters such as environmental sustainability, market entry, safety and organizational and stakeholder benefits (Atkinson, 1999; Chua et al., 1999; Liu and Walker, 1998).”
BackgroundValue creation in projects: Towards a narrative perspective
Green, S. D., & Sergeeva, N. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.12.004 · Cited by 114
“The starting point for the discussion is provided by Atkinson (1999), who argues the need to judge project success in terms other than time, cost and quality, i.e. to move beyond the constraints of the so-called ‘iron triangle’.”
BackgroundInfluentialKrajangsri, T., & Pongpeng, J. (2016) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000509 · Cited by 94
Measuring Project Management Performance: Case of Construction Industry
Demirkesen, S., & Ozorhon, B. (2017) · Engineering Management Journal · doi:10.1080/10429247.2017.1380579 · Cited by 84
“…and Pasco (2008); Doloi (2011); PMI (2013); Yildiz, Dikmen, Birgonul, Ercoskun, and Alten (2014) Determination of Budget Ahsan and Gunawan (2010); Atkinson (1999); Doloi (2011); Kim, Kang, and Hwang (2012); PMI (2013) Cost Control Atkinson (1999); Jung and Gibson (1999); Jung and Woo (2004);…”
BackgroundInfluentialElucidation of IS project success factors: an interpretive structural modelling approach
Hughes, D. L., Rana, N. P., & Dwivedi, Y. K. (2019) · Annals of Operations Research · doi:10.1007/s10479-019-03146-w · Cited by 93
“However, successful outcomes are often hard to define and difficult to achieve (Atkinson 1999; Muller and Jugdev 2012).”
BackgroundInfluentialTime and Cost Overrun in the Saudi Arabian Oil and Gas Construction Industry
Seddeeq, A. B., Assaf, S., Abdallah, A. S., & Hassanain, M. A. (2019) · Buildings · doi:10.3390/buildings9020041 · Cited by 93
‘Smart’ sustainable urban regeneration: Institutions, quality and financial innovation
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Project manager‐project (PM‐P) fit and project success
Malach‐Pines, A., Dvir, D., & Sadeh, A. (2009) · International Journal of Operations & Production Management · doi:10.1108/01443570910938998 · Cited by 91
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Project Complexity Mapping in Five Dimensions for Complex Transportation Projects
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Lean Startup: Operationalizing Lean Startup Capability and testing its performance implications
Harms, R., & Schwery, M. (2019) · Journal of Small Business Management · doi:10.1080/00472778.2019.1659677 · Cited by 106
“A formative construct of the “iron triangle” from the project management literature (Atkinson, 1999) was used.”
BackgroundMethodHanisch, B., & Wald, A. E. (2011) · Project Management Journal · doi:10.1002/pmj.20241 · Cited by 99
Sustainability and Success Variables in the Project Management Context: An Expert Panel
Martens, M. L., & de Carvalho, M. M. (2016) · Project Management Journal · doi:10.1177/875697281604700603 · Cited by 87
The importance of human skills in project management professional development
Alam, M. M., Gale, A. W., Brown, M., & Khan, A. I. (2010) · International Journal of Managing Projects in Business · doi:10.1108/17538371011056101 · Cited by 87
Analysis of Effectiveness Measures of Construction Project Success in Malaysia
Takim, R., & Adnan, H. (2009) · Asian Social Science · doi:10.5539/ass.v4n7p74 · Cited by 86
The Relationship between Project Success and Project Efficiency
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Critical factors affecting cost performance: a case of Ethiopian public construction projects
Sinesilassie, E. G., Tabish, S. Z. S., & Jha, K. N. (2017) · International Journal of Construction Management · doi:10.1080/15623599.2016.1277058 · Cited by 85
“The three criteria collectively are also referred to as the ‘iron triangle’ in the project management parlance (Atkinson 1999).”
BackgroundZhang, Y., Sun, J., Yang, Z., & Wang, Y. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.09.003 · Cited by 83
“How well a project is accomplished in terms of time, cost and scope is likely to have an impact on team appreciation (Atkinson, 1999; Ko et al., 2011).”
BackgroundDefining project efficiency, effectiveness and efficacy
Zidane, Y. J.-T., & Olsson, N. O. E. (2017) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-10-2016-0085 · Cited by 83
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Unegbu, H. C. O., Yawas, D. S., & Dan-asabe, B. (2020) · Journal of King Saud University - Engineering Sciences · doi:10.1016/j.jksues.2020.10.001 · Cited by 82
“According to Atkinson (1999), the most conventional standard for determining project success is the ‘iron triangle’ which determines project success in terms of cost, time and quality performance.”
Colomo‐Palacios, R., Lumbreras, C. C., Soto‐Acosta, P., García‐Peñalvo, F. J., & Tovar, E. (2012) · Software Quality Journal · doi:10.1007/s11219-012-9191-x · Cited by 91
Metadata
- Authors
- Atkinson, R.
- Affiliations
- Bournemouth University (GB)
- Corresponding author
- Atkinson, Roger
- Venue
- International Journal of Project Management
- Publisher
- Elsevier BV
- Published
- 1999-12
- Volume
- 17
- Issue
- 6
- Pages
- 337-342
- ISSN
- 0263-7863 (ISSN-L)
- OpenAlex
- W2092587332
- Cited by
- 2,359
- References
- 19
- Citations by year
- 2026: 63 · 2025: 90 · 2024: 119 · 2023: 119 · 2022: 150 · 2021: 153 · 2020: 126 · 2019: 145 · 2018: 192 · 2017: 148 · 2016: 166 · 2015: 150 · 2014: 136 · 2013: 122 · 2012: 112
- FWCI
- 7.08
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- International Journal of Project Management (publishedVersion)
- Topics
- Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
- Physical Sciences › Computer Science › Information Systems › Software Engineering Techniques and Practices
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Economic and Technological Systems Analysis
- Keywords
- project success criteria, iron triangle, cost, time, quality, stakeholder benefits, IT project management, information systems projects, project management framework
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