. BACKGROUND OF THE STUDY
Traditionally, project success was assessed on the triple measure set of cost, time, and performance. A project is considered successful if it was completed within its budget estimate, within its initial scheduled time frame, and performed as it was designed to function. The recognition that project success is multi-dimensional raises the question of whether different input factors may have different effects on different project outcomes. However, these three criteria have been criticized as being inadequate for a series of reasons. Let us take the example of project completion times. Because of the delays, project managers occasionally pay penalties that increase the total cost of the project. Yet these projects are still considered as successful. Another example is linked with customer acceptance. We may deliver a project which was implemented on time, within cost and to some quality parameters requested, but which is not used by the customers, not liked by the sponsors and does not seem to provide improved effectiveness for the organization. It is obvious that this is not a successful project. Today we know that determining whether a project is a success or a failure is far more complex than this. Managing project is one of the oldest and most respected accomplishments of mankind. This is spotted by the achievement of the builders of pyramids, the architects of ancient cities, the mason and crasmen of Great Wall of China and other wonders of the World (Peter, 2001). Project makes up around fiy percent of all work carried out and as a result is deemed the vehicle for the execution of organizational growth. The accomplishment of project through the application, integration of the project management, process of initiation, planning, executing, monitoring, controlling and closing, is known as project management. Project management integrates these functions progressively through the project life cycle with the aim of satisfying the stakeholders and constituents according to the project’s established requirements. Stakeholders are those who have a direct stake in the project while the project’s constituents are those who may be impacted by the consequences of the project. Project success is typically generated when the stakeholders and constituents express their collective satisfaction according to the degree of their involvement. However, this conventional approach to project management seems not to be a sufficient condition for project success.