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
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“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
Cites
Information Systems Success: The Quest for the Dependent Variable
DeLone, W. H., & McLean, E. R. (1992) · Information Systems Research · doi:10.1287/isre.3.1.60 · Cited by 10,697
Measurement of project success
de Wit, A. (1988) · International Journal of Project Management · doi:10.1016/0263-7863(88)90043-9 · Cited by 981
Information Systems: A Management Perspective
Alter, S. (1991) · Cited by 540
How can IS/IT projects be measured for success?
Wateridge, J. (1998) · International Journal of Project Management · doi:10.1016/s0263-7863(97)00022-7 · Cited by 476
How the right measures help teams excel
Meyer, C. (1994) · Harvard business review · Cited by 309
Handy, C. (2002) · Arrow Books · Cited by 286
CRITICAL SUCCESS FACTORS ACROSS THE PROJECT LIFE CYCLE
Al-Fahdawi, M. S., Rawi, O. S. A., & Hassan, A. S. (2025) · Journal of Al-Azhar University Engineering Sector · doi:10.21608/auej.2025.336575.1735 · Cited by 259
The 3-D Model of Information Systems Success
Ballantine, J., Bonner, M., Levy, M., Martin, A., Munro, I., & Powell, P. L. (1996) · Information Resources Management Journal · doi:10.4018/irmj.1996100101 · Cited by 163
Time and budget: the twin imperatives of a project sponsor
Wright, J. (1997) · International Journal of Project Management · doi:10.1016/s0263-7863(96)00059-2 · Cited by 94
System development methodology and project success
Saarinen, T., & Saarinen, T. (1990) · Information & Management · doi:10.1016/0378-7206(90)90004-2 · Cited by 69
Research works printed but not linked: 10
- Morris PWG, Hough GH. The Anatomy of Major Projects. John Wiley and Sons, Chichester, 1993.
- Gallagher K. Chaos, Information Technology and Project Management Conference Proceedings, London, 19–20 Sep. 1995, 19–36.
- Oisen, 1971, Can project management be defined?, Project Management Quarterly, 2, 12
- Burke R. Project Management. John Wiley and Sons, Chichester, 1993.
- Bernstein PL. Have we replaced old-world superstitions with a dangerous reliance on numbers? Harvard Business Review Mar-Apr. 1996, 47–51.
- Turner JR. The Handbook of Project-based Management. McGraw-Hill, 1993
- Morris PWG, Hough GH. The Anatomy of Major Projects. John Wiley, 1987.
- Pinto, 1988, Critical success factors across the project lifecycle, Project Management Journal, XIX, 67
- Williams, 1995, Why do software projects fail?, GEC Journal of Research, 12, 13
- Shenhar, 1997, Mapping the dimensions of project success, Project Management Journal, 28, 5
Cited by
Sorted by citations
Items 701–800 of 1,000
Success Criteria Framework for Real Estate Project
Niu, J.-M., Lechler, T. G., & Jiang, J.-L. (2010) · doi:10.3968/j.mse.1913035x20100403.002 · Cited by 15
Multidisciplinary research: should effort be the measure of success?
Buswell, R. A., Webb, L., Mitchell, V., & Mackley, K. L. (2016) · Building Research & Information · doi:10.1080/09613218.2016.1194601 · Cited by 15
“, 2015), but is this realistic? Can one expect projects to deliver interdisciplinary knowledge? Or should one accept, as Atkinson (1999) suggests, that the quality of the research a project generates is an ‘emergent property of peoples different attitudes and beliefs’ (p.”
BackgroundUnderstanding the relationship of conflict and success in software development projects
Basirati, M. R., Otasevic, M., Rajavi, K., Böhm, M., & Krcmar, H. (2020) · Information and Software Technology · doi:10.1016/j.infsof.2020.106331 · Cited by 15
Benefits management and agile practices in software projects: how perceived benefits are impacted
Holgeid, K. K., & Jørgensen, M. (2020) · IEEE Conference on Business Informatics · doi:10.1109/cbi49978.2020.10057 · Cited by 15
Impact of the Coronavirus disease 2019 and the post-pandemic construction sector (Pakistan)
Ayat, M., Ullah, A., & Kang, C. W. (2021) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-11-2020-0349 · Cited by 15
Bhashyam, S. S., & Montibeller, G. (2015) · Risk Analysis · doi:10.1111/risa.12422 · Cited by 15
Vavpotič, D., & Hovelja, T. (2011) · Computer Science and Information Systems · doi:10.2298/csis110503072v · Cited by 15
Yang, L.-R., Chen, J., Wu, K., Huang, D.-M., & Cheng, C.-H. (2014) · Quality & Quantity · doi:10.1007/s11135-014-0033-8 · Cited by 18
PUBLIC SECTOR PROJECT MANAGEMENT EFFICIENCY PROBLEMS, CASE OF LATVIA
Pūlmanis, E. (2014) · Regional Formation and Development Studies · doi:10.15181/rfds.v11i3.620 · Cited by 15
The Study on Complex Project Management in Developing Countries
Yanwen, W. (2012) · Physics Procedia · doi:10.1016/j.phpro.2012.03.274 · Cited by 15
Abou-Warda, S. H. (2014) · Sustainability Accounting Management and Policy Journal · doi:10.1108/sampj-04-2011-0017 · Cited by 15
Iyer, K. C., & Banerjee, P. S. (2015) · The Journal of Technology Transfer · doi:10.1007/s10961-015-9456-1 · Cited by 15
Impact of Leadership Styles on Project Success – The Case of a Multinational Company
Blaskovics, B. (2014) · Dynamic Relationships Management Journal · doi:10.17708/drmj.2014.v03n02a02 · Cited by 15
Time tactics: Project managing policy implementation in a network
Carter, P. (2016) · Time & Society · doi:10.1177/0961463x16682517 · Cited by 15
Projects as creators of the preconditions for standardized and routinized operations in use
Smyth, H. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.08.004 · Cited by 15
“The focus upon time-cost-quality/scope is important and necessary, yet it is insufficient in itself for execution, and for adequate consideration of front-end and tail-end activities (Atkinson, 1999; Shenhar and Dvir, 2007a; Morris, 2013).”
BackgroundInfluentialPapachristos, G., Jain, N., Burman, E., Zimmermann, N., Wu, X., Liu, P., Mumovic, D., Lin, B., Davies, M., & Edkins, A. (2020) · Construction Management and Economics · doi:10.1080/01446193.2020.1748212 · Cited by 17
“These studies focus on client value of project performance in terms of quality, cost, and on time delivery (Atkinson 1999).”
BackgroundSantos, M. R. C., & Laureano, R. M. D. S. (2021) · Public Management Review · doi:10.1080/14719037.2021.1972685 · Cited by 15
“In contrast to for-profit activities, non-profit projects are focused on generating benefits for communities (Atkinson 1999; Elgin and Carter 2020; Mossalam and Arafa 2015).”
BackgroundSoftware Project Team Characteristics and Team Performance: Team Motivation as a Moderator
Chen, P.-C., Chern, C.-C., & Chen, C. (2012) · Asia-Pacific Software Engineering Conference (APSEC) · doi:10.1109/apsec.2012.152 · Cited by 15
A precompiler to reduce the memory footprint of multiscale PDE solvers in C++
Bungartz, H., Eckhardt, W., Weinzierl, T., & Zenger, C. (2009) · Future Generation Computer Systems · doi:10.1016/j.future.2009.05.011 · Cited by 15
Critical Success Factors for Construction Projects: A Literature ReviewPreprint
Silva, G. A., Warnakulasooriya, B. N. F., & Arachchige, B. J. H. (2015) · SSRN Electronic Journal · doi:10.2139/ssrn.2699890 · Cited by 15
Kettunen, P. (2009) · Aaltodoc (Aalto University) · Cited by 15
Quality assessment of enterprise risk management programs
Qazi, A. J., & Simsekler, M. C. E. (2021) · Journal of Risk Research · doi:10.1080/13669877.2021.1913633 · Cited by 14
“Similarly, besides focusing on traditional performance measures for ERM implementation such as time, cost, and quality, senior management may need to prioritize long-term benefits such as organizational learning and reputation (Atkinson 1999).”
BackgroundOptimizing Smart Campus Solutions: An Evidential Reasoning Decision Support Tool
Ahmed, V., Khatri, M., Bahroun, Z., & Basheer, N. (2023) · Smart Cities · doi:10.3390/smartcities6050106 · Cited by 14
Han, H., Ma, C., Yang, D., & Zhao, W. (2025) · Frontiers in Psychology · doi:10.3389/fpsyg.2025.1504108 · Cited by 23
“In the 1990s, project success was commonly defined by the “iron triangle”—constrained by time, quality, and cost (Atkinson, 1999).”
Construction Project Peer Reviews as an Early Indicator of Project Success
Molenaar, K. R., Javernick‐Will, A. N., Bastías, A., Wardwell, M. A., & Saller, K. (2012) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000149 · Cited by 14
Analysis of the Success Factors and Failure Causes in Projects
Montequín, V. R., Cousillas, S. M., Fernández, F. O., & Balsera, J. M. V. (2016) · International Journal of Information Technology Project Management · doi:10.4018/ijitpm.2016010102 · Cited by 14
Aspects of Project Ownership in Theory and Practice
Olsson, N. O. E., & Berg-Johansen, G. (2016) · Procedia Computer Science · doi:10.1016/j.procs.2016.09.226 · Cited by 14
Mitchell, D. A., Larson, S., Colantonio, C., & Nguyen, C. (2018) · State and Local Government Review · doi:10.1177/0160323x18785695 · Cited by 14
A Scale for Measuring Perceived Construction Project Success – Sri Lankan Perspective
Silva, S. K., Warnakulasuriya, B. N. F., & Arachchige, B. J. H. (2019) · Studies in Business and Economics · doi:10.2478/sbe-2019-0019 · Cited by 14
“Quality Lim & Mohamed (1999), Chan & Chan (2001), Pinto & Slevin, (1988), Atkinson (1999), Khosravi & Afshari (2011), Hughes et al. (2004), AlTmeemy et al. (2011), Heravi & Ilbeigi (2012), Chovichien & Nguyen (2013), Elattar (2009), Serradora & Turner (2014), Wai et al.”
BackgroundInfluentialKaizen 4.0 Towards an Integrated Framework for the Lean-Industry 4.0 Transformation
Burggräf, P., Lorber, C., Pyka, A., Wagner, J., & Weißer, T. (2019) · Advances in intelligent systems and computing · doi:10.1007/978-3-030-32523-7_52 · Cited by 14
Entrepreneurial Competence: Using Machine Learning to Classify Entrepreneurs
Rivera-Kempis, C., Valera, L., & Castillo, M. Á. S. (2021) · Sustainability · doi:10.3390/su13158252 · Cited by 14
Green, S. D., & Dikmen, İ. (2022) · Project Management Journal · doi:10.1177/87569728221124496 · Cited by 14
Project Management Success I-C-E Model – A Work in Progress
Marques, A. T., Varajão, J. E., Sousa, J. J., & Peres, E. (2013) · Procedia Technology · doi:10.1016/j.protcy.2013.12.101 · Cited by 14
Performance Evaluation for Cost Estimators by Reliability Interval Method
Yiu, C. Y., Ho, H. K., Lo, S., & Hu, B. Q. (2004) · Journal of Construction Engineering and Management · doi:10.1061/(asce)0733-9364(2005)131:1(108 · Cited by 14
The Impacts of Agile Development Methodology Use on Project Success: A Contingency View.
Tripp, J. F. (2012) · ProQuest LLC eBooks · Cited by 14
Warren, A. M. (2016) · Systems · doi:10.3390/systems4040033 · Cited by 14
How personality diversity influences team performance in student software engineering teams
Pieterse, V., Leeu, M., & van Eekelen, M. (2018) · Conference on Information Communications Technology and Society (ICTAS) · doi:10.1109/ictas.2018.8368749 · Cited by 17
“Management success includes successful accomplishment regarding cost, time and quality [33], whereas product success focuses on the effects of the end product of the project [34].”
BackgroundA systematic assessment of architectural approaches for solving the housing problem in Iraq
Al-Hafith, O., Satish, B. K., Bradbury, S., & de Wilde, P. (2018) · Frontiers of Architectural Research · doi:10.1016/j.foar.2018.07.001 · Cited by 14
“…(7) ; Central Statistical Organization, 2014a, 2014b (8) ; Iraqi Ministry of construction and Housing, 2010 (9) ; Takim and Akintoye, 2002 (10) ; Atkinson, 1999 (11) ; PADCO, 2006 (12) ; East Asia and Paci fi c Region/Urban Development Sector Unit , 2008 (13) ; Nagy, 2006 (14) ; The higher…”
Aramali, V., Cho, N., Pande, F., Al-Mhdawi, M. K. S., Ojiako, U., & Qazi, A. J. (2025) · Project Leadership and Society · doi:10.1016/j.plas.2025.100191 · Cited by 27
Critical Success Factors in Collaborative R&D Projects
Pinto, J. K., & Pinto, M. B. (2021) · Contributions to management science · doi:10.1007/978-3-030-61605-2_14 · Cited by 13
Haqq, A. M., & Gultom, Y. M. L. (2021) · Journal of Financial Management of Property and Construction · doi:10.1108/jfmpc-09-2020-0058 · Cited by 13
Raffaini, P., & Manfredi, L. (2022) · Elsevier eBooks · doi:10.1016/b978-0-12-821750-4.00015-3 · Cited by 13
Lu, H., Wang, H., Yu, D., & Ye, J. (2022) · Engineering Construction & Architectural Management · doi:10.1108/ecam-07-2021-0654 · Cited by 13
Hu, Z., Wu, G., Zheng, J., Zhao, X., & Zuo, J. (2023) · Journal of Civil Engineering and Management · doi:10.3846/jcem.2023.19553 · Cited by 13
Homthong, S., Moungnoi, W., & Charoenngam, C. (2024) · Buildings · doi:10.3390/buildings14040999 · Cited by 13
Han, H., & Zhang, X. (2024) · Frontiers in Psychology · doi:10.3389/fpsyg.2024.1417604 · Cited by 32
“Project success was originally defined as completing a project within the expected schedule, budget, and quality (Atkinson, 1999).”
BackgroundLiang, J. S. (2011) · British Journal of Educational Technology · doi:10.1111/j.1467-8535.2011.01182.x · Cited by 13
RetractedNeves, F. G., Borgman, H. P., & Heier, H. (2016) · Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2016.745 · Cited by 13
A new way of thinking about IT project management practices: Early empirical results
Hidding, G. J., & Nicholas, J. M. (2016) · Journal of Organizational Computing and Electronic Commerce · doi:10.1080/10919392.2016.1263113 · Cited by 13
“Many of the factors impacting project success and failure are associated with the “ traditional way ” of thinking about project management as promulgated, for instance, by PMBOK, which focuses on activities, resources, and procedures for on-time and on-budget completion of projects (Atkinson 1999).”
BackgroundThe ERP post-implementation stage: a knowledge transfer challenge
Goyette, S., Cassivi, L., Courchesne, M., & Elia, E. (2022) · International journal of information systems and project management · doi:10.12821/ijispm030201 · Cited by 19
“The focus is, however, slowly changing; the execution of a project (notably with Atkinson’s [25] “iron triangle” of time, cost and quality) is giving way to the knowledge transfer (learning) perspective often put forth in recent project management publications [26].”
BackgroundA Conceptual Framework for IS Project Success
Nguyen, T. D., Nguyen, T. M., & Cao, T. H. (2017) · Lecture notes of the Institute for Computer Sciences, Social Informatics and Telecommunications Engineering · doi:10.1007/978-3-319-56357-2_15 · Cited by 14
“The authors also impale on testing the success standards in the context of the acceptance of project [2, 21, 29].”
BackgroundModel to Estimate the Project Outcome's Likelihood Based on Social Networks Analysis
Abreu, A. J. P. D. C. F. (2020) · KnE Engineering · doi:10.18502/keg.v5i6.7048 · Cited by 13
“Regarding the project outcomes (success, and failure), the proposed model will adopt the PMI criterion, where it says that, a Project Success Outcome, is a Project that was delivered on Scope, Time, Budged, and Quality - this is known as the Project’s Triple Constraint [41, 42].”
MethodCanonico, P., Nito, E. D., Esposito, V., Iacono, M. P., & Mangia, G. (2020) · Management Decision · doi:10.1108/md-10-2019-1515 · Cited by 13
Fluidity in project management teams across projects
Buengeler, C., Situmeang, F., van Eerde, W., & Wijnberg, N. M. (2020) · International Journal of Project Management · doi:10.1016/j.ijproman.2020.12.001 · Cited by 24
Epic fail: Exploring project failure’s reasons, outcomes and indicators
Herz, M. F., & Krezdorn, N. (2021) · Review of Managerial Science · doi:10.1007/s11846-021-00479-4 · Cited by 19
Facilitating Building Projects’ Short-Term and Long-Term Value Creation
Boge, K., Haddadi, A., Klakegg, O. J., & Salaj, A. T. (2021) · Buildings · doi:10.3390/buildings11080332 · Cited by 13
Multivariate Optimization of PMBOK, Version 6 Project Process Relevance
Rosenberger, P., & Tick, J. (2021) · Acta Polytechnica Hungarica · doi:10.12700/aph.18.11.2021.11.2 · Cited by 13
Guo, H.-S., Liu, M., Xue, J., Jian, I. Y., Xu, Q., & Wang, Q.-C. (2023) · Systems · doi:10.3390/systems11070359 · Cited by 13
Designing and exploring risk matrices with MACBETH
Oliveira, M. D., Costa, C. A. B. E., & Lopes, D. F. (2015) · International Journal of Information Technology & Decision Making · doi:10.1142/s0219622015500170 · Cited by 13
Project Manager- Project (Pm-P) Fit and Project Success
Malach‐Pines, A., Dvir, D., & Sadeh, A. (2007) · Portland International Conference on Management of Engineering and Technology (PICMET) · doi:10.1109/picmet.2007.4349541 · Cited by 13
Project, systems and risk management processes interactions
Alali, B., & Pinto, A. C. (2009) · Portland International Conference on Management of Engineering and Technology (PICMET) · doi:10.1109/picmet.2009.5261999 · Cited by 13
Maturity, Benefits and Project Management Shaping Project Success
Gomes, J., & Rom�ão, M. (2015) · Advances in intelligent systems and computing · doi:10.1007/978-3-319-16486-1_43 · Cited by 14
PROJECT MANAGEMENT MATURITY: AN ASSESSMENT OF MATURITY FOR DEVELOPING PILOT PLANTS
Mittermaier, H. K., & Steyn, H. (2011) · The South African Journal of Industrial Engineering · doi:10.7166/20-1-86 · Cited by 13
Project Management Bodies of Knowledge; Conjectures and Refutations
Shepherd, M. M., & Atkinson, R. (2011) · The Electronic Journal of Business Research Methods · Cited by 13
A review of critical success factors and performance metrics on construction projects
Esmaeili, B., Franz, B. W., Molenaar, K. R., Leicht, R., & Messner, J. (2013) · Cited by 13
Innovative renewable energy technology projects’ success through partnership
Odabashian, V., HassabElnaby, H. R., & Manoukian, A. (2018) · International Journal of Energy Sector Management · doi:10.1108/ijesm-04-2018-0001 · Cited by 13
Do Type II Subsequent Events Impair Financial Reporting Quality?
Czerney, K., Schmidt, J. J., Thompson, A. M., & Zhu, W. (2019) · The Accounting Review · doi:10.2308/accr-52662 · Cited by 13
Factors and criteria influencing the success of sustainable buildings in Hong Kong
Tang, Z., Ng, S. T., & Skitmore, M. (2019) · Proceedings of the Institution of Civil Engineers - Engineering Sustainability · doi:10.1680/jensu.18.00032 · Cited by 13
Coordination strategies in organizational development programs
Dietrich, P. H. (2007) · Aaltodoc (Aalto University) · Cited by 13
Guest editorial for special section on success and failure in software engineering
Mäntylä, M., Jørgensen, M., Ralph, P., & Erdogmus, H. (2017) · Empirical Software Engineering · doi:10.1007/s10664-017-9505-5 · Cited by 13
The Role of Project Planning on Project Performance in Ethiopia
Lemma, T. (2014) · Cited by 13
Exploring the role of IoT in project management based on Task-technology Fit model
Wang, H., Luo, X., & Yu, X. (2022) · Procedia Computer Science · doi:10.1016/j.procs.2022.01.133 · Cited by 12
Bochare, R., Dagliya, M., & Kadam, M. (2024) · Journal of Building Engineering · doi:10.1016/j.jobe.2023.108397 · Cited by 12
Rehan, A., Thorpe, D., & Heravi, A. (2024) · International Journal of Construction Education and Research · doi:10.1080/15578771.2024.2359378 · Cited by 12
“The “Iron Triangle” (comprising cost, time, and quality) served as the primary yardstick for measuring project success and performance (APM, 2018; Atkinson, 1999).”
Palopak, Y., & Huang, S.-J. (2024) · Information and Software Technology · doi:10.1016/j.infsof.2024.107552 · Cited by 12
What helps Agile remote teams to be successful in developing software? Empirical evidence
Adzgauskaite, M., Tam, C., & Martins, R. (2024) · Information and Software Technology · doi:10.1016/j.infsof.2024.107593 · Cited by 25
“Agile software development project success (ASDPS) was adapted from Alvertis et al. [27] and Atkinson [10].”
Constructing a sense of time in projects: implications of a Bergsonian view of time
Chan, P. (2012) · Research Explorer (The University of Manchester) · Cited by 12
Managing International Development Projects
Mishra, P. K. (2016) · International Journal of Rural Management · doi:10.1177/0973005216633955 · Cited by 12
Filho, M. S., Pinheiro, P. R., & Albuquerque, A. B. (2017) · Journal of Software Evolution and Process · doi:10.1002/smr.1867 · Cited by 12
“64 They noted that the use of the automated tools ORCLASSWEB and ARANAÚ greatly facilitated the application of the methods.”
MethodScope Definition of Air Force Design and Construction Projects
Dicks, E. P., Molenaar, K. R., & Gibson, G. E. (2017) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000543 · Cited by 12
Digging beneath the iron triangle: the Chunnel with 2020 hindsight
Goldsmith, H., & Boeuf, P. (2019) · Journal of Mega Infrastructure & Sustainable Development · doi:10.1080/24724718.2019.1597407 · Cited by 12
“Once a project goes into procurement, the iron triangle project management criteria of delivery on time, on budget and to specification are still used to judge the performance of a project, despite many researchers and practitioners arguing for a broader range of criteria to be applied (Atkinson, 1999). This narrow pr…”
InfluentialAsset creation team rationalities and strategic discourses: evidence from India
Ninan, J., Mahalingam, A., & Clegg, S. R. (2021) · Infrastructure Asset Management · doi:10.1680/jinam.19.00062 · Cited by 13
A Case Study of S-Curve Analysis: Causes, Effects, Tracing and Monitoring Project Extension of Time
Mohamad, H. M., Mohamad, M. I., Saad, I., Bolong, N., Mustazama, J., & Razali, S. N. M. (2021) · Civil Engineering Journal · doi:10.28991/cej-2021-03091679 · Cited by 12
“Quality is a phenomenon, it is an emergent property of people’s different attitudes and beliefs, which often change over the development life-cycle of a project [24].”
BackgroundAgile Processes in Software Engineering and Extreme Programming – Workshops
Gregory, P., & Kruchten, P. B. (2021) · Lecture notes in business information processing · doi:10.1007/978-3-030-88583-0 · Cited by 14
Systematic Literature Review on Success Criteria for Dam Engineering Projects
Amies, P., Jin, X., & Senaratne, S. (2022) · Journal of Construction Engineering and Management · doi:10.1061/(asce)co.1943-7862.0002421 · Cited by 13
"My cost runneth over": Data mining to reduce construction cost overruns.
Ahiaga-Dagbui, D. D., & Smith, S. D. (2013) · Open Access Institutional Repository at Robert Gordon University (Robert Gordon University) · doi:10.13140/2.1.2087.7760 · Cited by 13
A reference model for simulating agile processes
Silva, I. J. D., Rayadurgam, S., & Heimdahl, M. P. E. (2015) · International Conference on Software and System Process · doi:10.1145/2785592.2785615 · Cited by 12
Evaluating the organizational impact of product development projects
Martinsuo, M. M., Suomala, P., & Kanniainen, J. (2013) · International Journal of Managing Projects in Business · doi:10.1108/17538371311291080 · Cited by 12
A perspective on human factors contributing to quality requirements: A cross-case analysis
Marnewick, A. L., Pretorius, J. H. C., & Pretorius, L. (2011) · doi:10.1109/ieem.2011.6117945 · Cited by 12
Langston, C. (2016) · Benchmarking An International Journal · doi:10.1108/bij-08-2013-0085 · Cited by 12
CRM Technology: Implementation Project and Consulting Services as Determinants of Success
González‐Benito, Ó., Venturini, W. T., & Benito, J. G. (2016) · International Journal of Information Technology & Decision Making · doi:10.1142/s0219622017500067 · Cited by 12
Requirements Prioritization in Agile: Use of Planning Poker for Maximizing Return on Investment
Sachdeva, V. (2017) · Advances in intelligent systems and computing · doi:10.1007/978-3-319-54978-1_53 · Cited by 12
Levin, E., Thaichon, P., Quach, S., & Lobo, A. (2017) · Australasian Marketing Journal (AMJ) · doi:10.1016/j.ausmj.2017.10.002 · Cited by 13
Le, C., Le, T., Jeong, H. D., & Lee, E. (2019) · Journal of Construction Engineering and Management · doi:10.1061/(asce)co.1943-7862.0001672 · Cited by 12
Effective Factors on Project Success in Malaysian Construction Industry
Pirotti, A., Keshavarzsaleh, A., Rahim, F. A. M., & Zakaria, N. B. (2020) · Journal of Engineering Project and Production Management · doi:10.2478/jeppm-2020-0001 · Cited by 13
“The aforementioned literature uncovers that significant contribution was produced to knowledge management (Atkinson, 1999; Shenhar and Dvir, 2007; Shenhar et al., 2001) and it reveals the evolutionary trend of moving from traditional way in measuring the success by focusing merely on time, cost,…”
BackgroundInfluentialYouneszadeh, H., Ardeshir, A., & Sebt, M. H. (2020) · Civil Engineering Journal · doi:10.28991/cej-2020-03091612 · Cited by 15
Public Perspectives on Project Success – Influenced by National Culture?
Koops, L., Coman, L., Bosch-Rekveldt, M. G. C., Hertogh, M. J. C. M., & Bakker, H. (2015) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2015.06.126 · Cited by 12
Project Management Supports (Requisitely) Holistic: Socially Responsible Action in Business Systems
Vrečko, I., & Lebe, S. S. (2013) · Systemic Practice and Action Research · doi:10.1007/s11213-013-9304-x · Cited by 12
A conceptual framework for SPI evaluation
Unterkalmsteiner, M., Gorschek, T., Islam, A., Cheng, C. K., Permadi, R. B., & FELDT, R. H. (2013) · Journal of Software Evolution and Process · doi:10.1002/smr.1637 · Cited by 12
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
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
