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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Varajão, J. E., Lourenço, J. C., & Gomes, J. P. (2022) · Heliyon · doi:10.1016/j.heliyon.2022.e11977 · Cited by 40
“In effect, the concept of success can have several interpretations because of the different perceptions it generates, leading to disagreements about what can be considered asuccessfulproject(Baccarini,1999).”
BackgroundToward a More Practical Approach to Evaluating Programs: The Multi-Objective Realization Approach
Barclay, C., & Osei-Bryson, K.-M. (2009) · Project Management Journal · doi:10.1002/pmj.20138 · Cited by 27
Hannevik, M. B., Lone, J. A., BJØRKLUND, R. A., Bjørkli, C. A., & Hoff, T. (2013) · International Journal of Project Management · doi:10.1016/j.ijproman.2013.08.006 · Cited by 27
Performance Indicators in the Best Value Approach
Horstman, A., & Witteveen, W. (2013) · Journal for the Advancement of Performance Information and Value · doi:10.37265/japiv.v5i2.74 · Cited by 26
Traceability project of a blood supply chain
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Success factors for implementing Uganda’s public road construction projects
Mwelu, N., Davis, P. R., Ke, Y., Watundu, S., & Jefferies, M. C. (2019) · International Journal of Construction Management · doi:10.1080/15623599.2019.1573481 · Cited by 26
“Some studies have established success factors for implementing construction projects (Atkinson 1999; Lam et al. 2008; Langston 2014; Love et al. 2015b; Walker and Lloyd-Walker 2015); however, less attention is placed on public road construction subsector.”
BackgroundSposito, L., Scafuto, I. C., Serra, F. A. R., & Ferreira, M. P. (2023) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-06-2023-0129 · Cited by 33
Towards the Effective Management of Social Innovation Projects: Insights from Project Management
Hernandez, Y., & Cormican, K. T. (2016) · Procedia Computer Science · doi:10.1016/j.procs.2016.09.148 · Cited by 26
Doing masculinities in construction project management
Olofsdotter, G., & Randevåg, L. (2016) · Gender in Management An International Journal · doi:10.1108/gm-04-2015-0030 · Cited by 26
Pinilla, L. S., Artelt, S., Burimova, A., de Lacalle, L. N. L., & Toledo-Gandarias, N. (2022) · Applied Sciences · doi:10.3390/app122111090 · Cited by 33
An Integer Grey Goal Programming For Project Time, Cost and Quality Trade-Off
Hajiagha, S. H. R., Akrami, H., Hashemi, S. S., & Mahdiraji, H. A. (2015) · Engineering Economics · doi:10.5755/j01.ee.26.1.9930 · Cited by 25
Temporality in Organization Studies: Implications for Strategic Project Management
Biesenthal, C., Sankaran, S., Pitsis, T. S., & Clegg, S. R. (2015) · Open Economics and Management Journal · doi:10.2174/2352630001502010045 · Cited by 25
Formal controls and team adaptability in new product development projects
Detzen, N., Verbeeten, F. H. M., Gamm, N., & Möller, K. (2018) · Management Decision · doi:10.1108/md-07-2017-0692 · Cited by 28
Moschouli, E., Soecipto, R. M., & Vanelslander, T. (2019) · Research in Transportation Economics · doi:10.1016/j.retrec.2019.02.004 · Cited by 24
“That triangle is composed by three elements: cost, time and quality (Atkinson, 1999).”
BackgroundUsing Leading Indicators to Improve Project Performance Measurement
Li, Z., Baron, C., Esteban, P., Xue, R., Zhang, Q., & Yang, S. (2019) · Journal of Systems Science and Systems Engineering · doi:10.1007/s11518-019-5414-z · Cited by 27
“Atkinson (1999) has proposed a new framework to suggest that the Iron Triangle could be developed to become the Square-Route of success criteria, including not only cost, time and quality, but also the information system, the benefits of organization and the benefits of the stakeholder community.”
BackgroundTensions between compliance, internal controls and ethics in the domain of project governance
Ferrer, P. S. S., Galvão, G. D. A., & de Carvalho, M. M. (2020) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-07-2019-0171 · Cited by 25
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“Project flexi-bility accommodates those changes with low impact on the project schedule, quality, and cost by applying suitable measures to manage the project (Atkinson, 1999).”
BackgroundThe Duality and Paradoxical Tensions of Quality and Safety: Managing Error in Construction Projects
Love, P. E. D., Ika, L. A., Matthews, J., Fang, W., & Carey, B. D. (2021) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2021.3097324 · Cited by 27
Avoiding Cost Overrun Through Stochastic Cost Estimation and External Quality Assurance
Welde, M., & Klakegg, O. J. (2022) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2022.3173175 · Cited by 25
Projects as Vectors of Change: A Transition Toward Net-Zero Sociotechnical Systems
Terenzi, M., Locatelli, G., & Winch, G. (2024) · Project Management Journal · doi:10.1177/87569728241270578 · Cited by 25
“This discussion can be fostered into contemporary project studies ’ narratives such as project success and bene fi ts realization in fostering innovation (Atkinson, 1999; L. A. Ika & Pinto, 2022; Lavagnon A. Ika, 2009).”
Contested overruns and performance of offshore wind power plants
Koch, C. (2012) · Construction Management and Economics · doi:10.1080/01446193.2012.687830 · Cited by 28
An Alternative Method for Determining Critical Success Factors of Information System Project
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Literature mapping: A bird s eye view on classification of factors influencing project success
Abdullah, A. A., Rahman, H. A., Harun, Z., Alashwal, A. M., & Mutalib, A. (2010) · doi:10.5897/ajbm.9000388 · Cited by 25
Contracting agile developments for mission critical systems in the public sector
Russo, D., Taccogna, G., Ciancarini, P., Messina, A., & Succi, G. (2018) · IEEE/ACM International Conference on Software Engineering: Software Engineering in Society (ICSE-SEIS) · doi:10.1145/3183428.3183435 · Cited by 25
“also be explained with the Iron Triangle [4], represented in Figure 1.”
BackgroundInfluentialSuccess criteria and critical success factors in project success: a literature review
Lamprou, A., & Vagiona, D. G. (2018) · Aristotle University of Thessaloniki · doi:10.26262/reland.v1i0.6483 · Cited by 29
Determining Critical Project Success Criteria for Public Housing Building Projects (PHBPS) in Ghana
Adinyira, E., Botchway, E. A., & Kwofie, T. E. (2012) · Engineering Management Research · doi:10.5539/emr.v1n2p122 · Cited by 27
Maddaloni, F. D., Meira, L. H., de Andrade, M. O., de Melo, I. R., Castro, A., & Locatelli, G. (2025) · International Journal of Project Management · doi:10.1016/j.ijproman.2025.102676 · Cited by 34
Project Management in Public Health: A Systematic Literature Review on Success Criteria and Factors
Santos, C., Santos, V., Tavares, A. J. V., & Varajão, J. E. (2020) · Portuguese Journal of Public Health · doi:10.1159/000509531 · Cited by 28
Project planning, top management support and communication: A trident in search of an explanation
Sicotte, H., & Delerue, H. (2021) · Journal of Engineering and Technology Management · doi:10.1016/j.jengtecman.2021.101626 · Cited by 24
Ameer, A., Naz, F., Taj, B. G., & Ameer, I. (2021) · Journal of Facilities Management · doi:10.1108/jfm-02-2021-0020 · Cited by 24
Fang, F., van der Valk, W., Vos, B., & Akkermans, H. A. (2023) · Journal of Operations Management · doi:10.1002/joom.1277 · Cited by 27
Needs, Values and Post-occupancy Evaluation of Housing Project Customers: A Pragmatic View
Orihuela, P., & Orihuela, J. (2014) · Procedia Engineering · doi:10.1016/j.proeng.2014.10.567 · Cited by 24
How to implement innovation policies through projects successfully
Kapsali, M. (2011) · Technovation · doi:10.1016/j.technovation.2011.07.006 · Cited by 24
Montequín, V. R., Cousillas, S. M., Ortega, F., & Villanueva, J. (2014) · Procedia Technology · doi:10.1016/j.protcy.2014.10.053 · Cited by 24
Time Management of Infrastructure Recovery Schedules by Anticipation and Valuation of Disruptions
Collier, Z. A., & Lambert, J. H. (2018) · ASCE-ASME Journal of Risk and Uncertainty in Engineering Systems Part A Civil Engineering · doi:10.1061/ajrua6.0000961 · Cited by 24
A contemporary vision of project success criteria
Castro, M. S., Bahli, B., Filho, J. R. D. F., & Barcauí, A. (2019) · Brazilian Journal of Operations & Production Management · doi:10.14488/bjopm.2019.v16.n1.a6 · Cited by 25
Operations strategy configurations in project process firms
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The Predictability of Fast-Track Projects
Alhomadi, A. A., Dehghan, R., & Ruwanpura, J. Y. (2011) · Procedia Engineering · doi:10.1016/j.proeng.2011.07.247 · Cited by 24
Drivers of customer satisfaction and relationship quality in system delivery projects
Haverila, M. J., Martinsuo, M. M., & Naumann, E. (2013) · Journal of Strategic Marketing · doi:10.1080/0965254x.2013.804860 · Cited by 24
An agency theory model of ERP implementation
Basu, V., & Lederer, A. L. (2004) · ACM SIGCPR Conference on Computer Personnel Research (SIGCPR) · doi:10.1145/982372.982375 · Cited by 24
Sponsorship and it Vendor Management of Projects
Liu, L., & Yetton, P. (2008) · Journal of Information Technology · doi:10.1057/jit.2008.23 · Cited by 23
Managing the Continuum: Certainty, Uncertainty, Unpredictability in Large Engineering Projects
Caron, F. (2013) · SpringerBriefs in applied sciences and technology · doi:10.1007/978-88-470-5244-4 · Cited by 23
A review on project management transformation using industry 4.0
Jally, V., Kulkarni, V. N., Gaitonde, V. N., Satish, G. J., & Kotturshettar, B. B. (2021) · AIP conference proceedings · doi:10.1063/5.0057988 · Cited by 24
A REVIEW ON THE BENEFITS, BARRIERS OF THE DRONE EMPLOYMENT IN THE CONSTRUCTION SITE
Alsamarraie, M. M., Ghazali, F. E. M., Hatem, Z. M., & Flaih, A. Y. (2022) · Jurnal Teknologi · doi:10.11113/jurnalteknologi.v84.17503 · Cited by 23
“Also, most buildings' defects refer to human factors, for example, unskilled workers, inadequate oversight, lack of communication and collaboration between contractors and designers, and lack of operational expert solutions during design at the construction site [8].”
BackgroundTumpa, R., Chaudhry, G., Skaik, S., & Miriam, H. (2023) · Project Leadership and Society · doi:10.1016/j.plas.2023.100084 · Cited by 23
Kroh, J., & Schultz, C. (2023) · International Journal of Project Management · doi:10.1016/j.ijproman.2023.102466 · Cited by 26
Signs to dogma: A Heideggerian view of how artefacts distort the project world
van der Hoorn, B., & Whitty, S. J. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.02.011 · Cited by 23
Assessing human capital in knowledge intensive business services
Demartini, P., & Paoloni, P. (2011) · Measuring Business Excellence · doi:10.1108/13683041111184071 · Cited by 23
Nijhuis, C. J. G., Voogt, J. M., & Pieters, J. M. (2012) · International Journal of Intercultural Relations · doi:10.1016/j.ijintrel.2012.02.003 · Cited by 25
Measuring the Impact of Risk Factors Associated with Project Success Criteria in Early Phase
Hussein, B., & Klakegg, O. J. (2014) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2014.03.079 · Cited by 24
Buschmeyer, A., Schuh, G., & Wentzel, D. (2016) · Procedia CIRP · doi:10.1016/j.procir.2016.03.224 · Cited by 23
The effects of perceived value and stakeholder satisfaction on software project impact
Huijgens, H., Arie Van Deursen, A., & van Solingen, R. (2017) · Information and Software Technology · doi:10.1016/j.infsof.2017.04.008 · Cited by 23
“Atkinson [17] argues that besides time, cost and quality, often referred at as the iron triangle, also stakeholder benefits should be taken into the equation.”
BackgroundInfluence Mechanisms of Factors on Project Management Capability
Zhang, Q., Yang, S., Liao, P., & Chen, W. (2020) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000812 · Cited by 23
Sustainable Approach in IT Project Management—Methodology Choice vs. Client Satisfaction
Woźniak, M. (2021) · Sustainability · doi:10.3390/su13031466 · Cited by 23
Lalić, D. Ć., Delić, M., Lаlić, B., Gračanin, D., & Lolić, T. (2021) · Advances in Production Engineering & Management · doi:10.14743/apem2021.1.387 · Cited by 23
“Traditional project success measures focused on the so‐called iron triangle, completing the defined scope of work to specifi‐ cation, and meeting the time and budget goals [23].”
BackgroundGestão de projetos em empresas no Brasil: abordagem "tamanho único"?
Marques, L. J., & Plonski, G. A. (2011) · Gestão & Produção · doi:10.1590/s0104-530x2011000100001 · Cited by 23
Is a Rigorous Agile Methodology the Best Development Strategy for Small Scale Tech Startups
Yau, A., & Murphy, C. (2013) · ScholarlyCommons (University of Pennsylvania) · Cited by 23
Gyadu-Asiedu, W. (2009) · TU/e Research Portal · doi:10.6100/ir658375 · Cited by 23
Chatbot Design and Implementation: Towards an Operational Model for Chatbots
Skuridin, A., & Wynn, M. G. (2024) · Information · doi:10.3390/info15040226 · Cited by 33
Lin, Y.-H., Zhang, H., Kim, C. J., Xu, Z., & Xu, S. (2021) · KSCE Journal of Civil Engineering · doi:10.1007/s12205-021-1694-1 · Cited by 22
“3.3.1.1 International Construction Project Performance (P) Traditional methods of measuring project performance focus on examining the extent to which project organizations control the engineering construction process, which typically includes cost, quality, and schedule (Atkinson, 1999).”
MethodInfluentialTransformational Leadership and Project Success: The Moderating Effect of Top Management Support
Fareed, M. Z., Su, Q., Naqvi, N. A., Batool, R., & Aslam, M. U. (2023) · SAGE Open · doi:10.1177/21582440231195685 · Cited by 28
“Academics and PM practitioners increasingly recognize that the well-known ‘‘triple bind’’ or ‘‘iron triangle’’ criteria for success of time, cost, and quality/scope are imperfect (Andersen, 2014; Atkinson, 1999; Baccarini, 1999; PMI, 2016).”
BackgroundCrosby, P. B. (2012) · International Journal of Information Technology Project Management · doi:10.4018/jitpm.2012040101 · Cited by 22
Designing User Experience for Mobile Apps: Long-Term Product Owner Perspective
Kuusinen, K., & Mikkonen, T. (2013) · Asia-Pacific Software Engineering Conference (APSEC) · doi:10.1109/apsec.2013.77 · Cited by 22
Sufficiency Economy as a Response to The Problem of Poverty in Thailand
Chalapati, S. (2009) · Asian Social Science · doi:10.5539/ass.v4n7p3 · Cited by 22
Toward a model of socializing project team members: An integrative approach
Batistič, S., & Kenda, R. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.03.003 · Cited by 22
“As projects are heavily time dependent (Atkinson, 1999), this will also go alongside individual tactics, which are on-thejob training, and may allow newcomers to develop innovative orientations towards job roles (Jones, 1986).”
BackgroundEffects of fairness perceptions on conflicts and project performance in Chinese megaprojects
Wu, G., Liu, C., Zhao, X., Zuo, J., & Zheng, J. (2019) · International Journal of Construction Management · doi:10.1080/15623599.2019.1652952 · Cited by 22
“The performance of a megaproject is not only evaluated by the criteria of the ‘iron triangle’ after the project has been delivered (Atkinson 1999; Iyer and Jha 2005; Shouke et al. 2010), but is also evaluated by standards such as security, stakeholder satisfaction, resource utilization efficiency,…”
MethodAkbari, S., Rahimian, F. P., Sheikhkhoshkar, M., Banihashemi, S., & Khanzadi, M. (2020) · Construction Innovation · doi:10.1108/ci-04-2019-0034 · Cited by 22
Sustainable Project Management: Revolution or Evolution?
Moehler, R., Hope, A. J., & Algeo, C. (2018) · Academy of Management Proceedings · doi:10.5465/ambpp.2018.13583abstract · Cited by 25
Social value for whom, by whom and when? Managing stakeholder dynamics in a UK megaproject
Mulholland, C., Chan, P., Canning, K., & EJOHWOMU, O. A. (2020) · Proceedings of the Institution of Civil Engineers - Management Procurement and Law · doi:10.1680/jmapl.19.00018 · Cited by 21
“Consideration of broader stakeholder needs has since challenged the orthodoxy that project success is merely the meeting of such traditional measures as time, cost and quality (Atkinson 1999).”
BackgroundCompliance mediating role within road construction regulatory framework
Mwelu, N., Davis, P. R., Ke, Y., & Watundu, S. (2020) · Journal of Public Procurement · doi:10.1108/jopp-12-2018-0052 · Cited by 21
Breakdown of Engineering Projects’ Success Criteria
Radujković, M., Klepo, M. S., & Bosch-Rekveldt, M. G. C. (2021) · Journal of Construction Engineering and Management · doi:10.1061/(asce)co.1943-7862.0002168 · Cited by 22
Virtual Reality Based Decision Support Model for Production Process of Museum Exhibition Projects
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“A finite time resource is the feature that differentiates project management from most other types of management (Atkinson, 1999).”
BackgroundAfridi, K., Turi, J. A., Zaufishan, B., & Rosak-Szyrocka, J. (2023) · Heliyon · doi:10.1016/j.heliyon.2023.e17941 · Cited by 34
A framework for the evaluation of turnaround maintenance projects
Obiajunwa, C. C. (2012) · Journal of Quality in Maintenance Engineering · doi:10.1108/13552511211281543 · Cited by 21
Golob, K., Bastič, M., & Pšunder, I. (2012) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000146 · Cited by 21
Understanding project success: The four-level project success framework
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Poshdar, M., González, V. A., Raftery, G. M., Orozco, F. A., & Cabrera‐Guerrero, G. (2018) · Automation in Construction · doi:10.1016/j.autcon.2018.03.025 · Cited by 21
Scenario Analysis and PERT/CPM Applied to Strategic Investment at an Automated Container Port
Collier, Z. A., Hendrickson, D. C., Polmateer, T. L., & Lambert, J. H. (2018) · ASCE-ASME Journal of Risk and Uncertainty in Engineering Systems Part A Civil Engineering · doi:10.1061/ajrua6.0000976 · Cited by 21
Snider, C. M., Gopsill, J., Jones, S. L., Emanuel, L., & Hicks, B. J. (2018) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2018.2846400 · Cited by 21
“Determination of such KPIs can hold a significant challenge, with a potential for variation and an abstract relationship between an actual activity and impact on KPIs under scrutiny [27], leading to reliance on estimation.”
BackgroundIt All Depends, But on What? Testing Contingency in Public Strategic Implementation
Mitchell, D. A. (2018) · Public Performance & Management Review · doi:10.1080/15309576.2018.1523063 · Cited by 24
“However, this concept requires refinement as no single measure provides a complete picture of strategic implementation success (Atkinson, 1999).”
BackgroundUsing Social Return on Investment (SROI) to measure project impact in local government
Purwohedi, U., & Gurd, B. W. (2019) · Public Money & Management · doi:10.1080/09540962.2019.1537706 · Cited by 21
“In terms of public project management, the Indonesian government is still focused on ‘the iron triangle’ of infrastructure (Atkinson, 1999)—time, cost and technical specifications (seealsoToor & Ogunlana, 2010).”
BackgroundYu, J.-H., Yoo, S. E., Kim, J. I., & Kim, T. W. (2019) · Project Management Journal · doi:10.1177/8756972819832206 · Cited by 28
“…factors (Brennan, 2011; Hall et al., 2014; Hassan, 2013; Sun, 2013) and project success factors (Andersen, Birchall, Arne Jessen, & Money, 2006; Atkinson, 1999; Chan, Ho, & Tam, 2001; Chan, Scott, & Chan, 2004; Chan, Scott, & Lam, 2002; Lim & Mohamed, 1999; Sadeh, Dvir, & Shenhar, 2000;…”
New product development projects and project manager skill sets in the telecommunications industry
Kosaroglu, M., & Hunt, R. (2009) · International Journal of Managing Projects in Business · doi:10.1108/17538370910949329 · Cited by 23
Towards Successful Crowdsourcing Projects: Evaluating the Implementation of Governance MechanismsPreprint
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“Atkinson (1999) and Westerveld (2003) considered the restrictions of time, cost, and quality or “triangle: time, cost, quality” or the “iron triangle” as sufficient to describe a project’s success.”
BackgroundSafapour, E., Kermanshachi, S., & Ramaji, I. J. (2022) · Engineering Management Journal · doi:10.1080/10429247.2022.2036068 · Cited by 20
“Almost all researchers believe that staying within the budget, adhering to the schedule, and achieving a quality project performance, referred to as “the iron triangle” by Atkinson (1999), is necessary for the success of a construction project.”
BackgroundProject Management Maturity and Performance of Building Construction Projects in Myanmar
Htoo, T. T., Dodanwala, T. C., & Santoso, D. S. (2022) · Practice Periodical on Structural Design and Construction · doi:10.1061/ppscfx.sceng-1192 · Cited by 20
Minimizing Cost Overrun in Rail Projects through 5D-BIM: A Systematic Literature Review
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“Even though projects may perform well technically, poor cost performance may jeopardize the project’s existence or its economic justification [1,2].”
BackgroundThe IT project manager competencies that impact project success – A qualitative research
de Araújo, C. C. S., & Pedron, C. D. (2015) · Organisational Project Management · doi:10.5130/opm.v2i1.4142 · Cited by 20
Mirawati, N. A., Othman, S., & Ismail, R. M. (2013) · Journal of Economics Business and Management · doi:10.7763/joebm.2015.v3.150 · Cited by 20
Overcoming ICT project failures - A practical perspective
Fenech, K., & Raffaele, C. D. (2013) · World Congress on Computer and Information Technology (WCCIT) · doi:10.1109/wccit.2013.6618719 · Cited by 20
Hung, C., Kuo, S.-J., & Dong, T. (2013) · R and D Management · doi:10.1111/radm.12004 · Cited by 20
Eberlein, M. (2008) · Cited by 20
Rahman, A., & Alzubi, Y. (2015) · International Journal of Academic Research in Business and Social Sciences · doi:10.6007/ijarbss/v5-i12/1935 · Cited by 20
Factors influencing project management effectiveness in the Malaysian local councils
Hee, O. C., & Bahar, T. (2019) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-09-2018-0200 · Cited by 20
Effects of Lean Six Sigma in program management
Null, G., Cross, J., & Brandon, C. (2019) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-04-2019-0139 · Cited by 20
Project success/failure rates in Turkey
Bilir, C., & Yafez, E. (2022) · International journal of information systems and project management · doi:10.12821/ijispm090402 · Cited by 20
“Even though the criteria to be used in project success measurement is quite controversial, cost, time, and quality (the iron triangle) are commonly used as the success criteria by researchers [9].”
MethodWeb-based Risk Assessment Technique for Time and Cost Overrun (WRATTCO) – A Framework
Memon, A. H., Rahman, I. B. A., Zainun, N. Y., & Karim, A. T. A. (2014) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2014.03.664 · Cited by 20
Perceived Effects of Prevalent Errors in Contract Documents on Construction Projects
DOSUMU, O. S. (2018) · Construction Economics and Building · doi:10.5130/ajceb.v18i1.5663 · Cited by 20
“In the same vein, Atkinson (1999) classified error into latent and active error.”
Background
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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