Introduction

The nature and meaning of project success have been the subject of
extensive discussion in the push to formalise project management as a
separate profession, but no clear consensus has been reached. By
combining the foundational research into a multilayered framework of
project success with broad practical applicability, this study attempts to
advance the area. The basic framework is applicable to the majority, if not
all, project applications, including product development, engineering,
construction, aerospace, and military. The approach is backed and
demonstrated by references to information systems (IS) development
projects.
Projects are separate, multifaceted activities that operate as change
agents. They have a dubious performance history (especially IS projects).
However, due of this multidimensionality, it is difficult to form a consistent
perspective on the issue. Comparing empirical studies can be challenging
since they frequently employ various definitions of project success. Project
success is referred to in the literature in a variety of ways, including
completion "on time, under budget, and to specification," success of the
generated product, and success in accomplishing the project's commercial
goals. Additionally, these measurements are frequently disputed, making it
challenging to assess whether there is indeed a problem (Sauer, Gemino,
& Reich, 2007). The fact that success is perceptual, like quality, and that
perceptions change with stakeholder viewpoint and time adds to the
complexity.