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Barnes’ Iron Triangle was one of the first attempts to evaluate project success based on time, cost and performance, which were portrayed as interdependent dimensions. Over time, these criteria were expanded and especially criteria taking the satisfaction of stakeholder groups into account are becoming more and more popular. The purpose of this paper is to find out whether specific patterns for the selection of project success criteria across various fields of applications emerged which has not been regarded in literature before. Furthermore, the authors seek to identify of additional key factors influencing project success assessment next to the choice of project success criteria.

The paper uses a review of recent literature published in academic journals, in standard references and in widespread project management frameworks (Organisational Competence Baseline, PRINCE2 and PMBoK Guide).

The findings show that Barnes’ ideas are an integral part of all approaches investigated in the study. Additionally, the relevance of the so-called “soft criteria” related to the satisfaction of stakeholder groups, could be substantiated. However, the authors found no indications that patterns for the selection of project success criteria have emerged across various fields of applications. Factors influencing project success assessment are not taken into account in the examined articles in a systematic manner. This motivates for further research in this field.

Access limitations, papers not yet digitally available or the interpretations have an impact on the results.

For appropriate project assessment the sound and well-rounded selection of hard and soft criteria and the consideration that not the field of application, but influencing factors yet to be analysed influence the selection of project success criteria are crucial. Project management professionals should choose the criteria suitable for their projects individually on a project-by-project basis.

This paper reveals that no patterns have so far been developed to assess project success in various fields of application. Furthermore, factors influencing project success assessment are not considered in a systematic manner.

The purpose of this paper is to clarify the relevant determinants of IT project decision making and their relevance in corporate practice.

The empiric analysis used in-depth expert interviews (n=18) as method for data collection and qualitative content analysis using evaluative categories for analysis.

Corporate practice is strongly influenced by descriptive decision making. There is only little use of normative decision models in decision making. In corporate practice little use is made of evaluations to analyze achieved project outputs and impacts to improve decision-making practice. This is the result of several evaluation barriers in organizations.

The sample is restricted to IT projects as the experts are responsible for IT project portfolio management. Also, an industry comparison is not included in the study.

The analysis shows that IT project decision making in corporate practice should include results from descriptive decision theory into project decision processes in corporate practice. More effort should be made in challenging project input data which is relevant for project decision making. By systematically including evaluations for relevant projects, the deviations between planned and achieved project impacts offer valuable feedback for estimators and decision makers.

The paper presents detailed analysis on decision variables and their relevance for IT project decision making in corporate practice. Critical aspects of decision making become clear, such as the aspects of evaluation barriers and the need to incorporate descriptive decision-making aspects into corporate decision processes.

The purpose of the research presented in this article is to identify potential influences on an organization-specific “ideal” level of project management maturity by adopting a qualitative, exploratory approach.

In this paper, the results of a multiple qualitative case study, which has been conducted within industrial enterprises from automotive industry and energy sector, are presented. The research methods applied within the case research are qualitative guided interview, document analysis and standardized interview (maturity questionnaire).

The interview data reveal that the complexity of the companies' projects might be a determining factor regarding the “ideal” level of maturity. A comparison of the findings of the case research with a secondary literature review on project complexity showed that particularly those facets of project complexity that affect the interaction of the project participants (project team, client, suppliers) seem to require a certain level of maturity.

The idea of an organization-specific “ideal” level of maturity was raised by the developers of project management maturity models (PMMM). It is of interest for professionals due to efficiency reasons. Research literature in the context of PMMM has so far touched on environmental/circumstantial influences on this ideal maturity level only to a slight degree. The results of the qualitative research presented herein mark a contribution to this research gap and allow for quantitative testing.

The purpose of the paper is to report on research in cultural differences in decision‐making styles in project teams composed of team members from different nationalities. Differences in decision making in mainly German teams vs mainly Swedish teams was assessed.

A sequential mixed‐method approach was used, starting with interviews to develop a grounded theory, followed by survey to test the theory. Factor and regression analyses allowed for identification of the cultural antecedents of the identified differences in decision making.

Locus of control differences in decision making were identified, together with factors for differences in decisions, namely decision‐making style, process, and involvement. Correlated cultural antecedents to these factors, in the form of personal attributes, were found.

Although the research design provides for some credibility of the results, the scope of the study is limited mainly to the engineering and construction industry in the two countries.

The study helps team members and project managers to understand the impact of their cultural differences on decision‐making process and style. Through that the study helps to minimize the potential friction when working on multicultural projects. Recommendations for practitioners are provided.

The idiosyncrasies of decision making in multicultural projects are researched using the example of Sweden and Germany. A model is built which extends existing project management theory. The paper also provides insights into the lived experiences of practicing project managers in multicultural teams and gives hints on how to overcome cultural barriers.