Abstract
M.Tech.
The Idea that a project has failed will have a negative impact on future projects the organisation intends to perform. Organisational reputations are at stake when they cannot deliver as promised. Project management was introduced to increase the success rate of delivering projects (goods and services) in a systematic and controlled way with an aim to increase the probability of success.
Funding for future project in government is dependent on the amount of funds that were allocated and spent in that financial year and this will have a direct impact on the amount of funding departments will receive based on what was spent. This means that the National Treasury will not fund projects that are slow (cannot spend what was given in a financial year); it further implies that slow projects will receive limited funding or no funding at all. The whole idea that funding derives from how much you spend in a financial year sounds ridiculous. This implies that project successes are measured to what is known as the triple constraint which include time, budget and quality; and at the centre of it all lies scope - the purpose of the project in the first place.
Time, budget and quality cannot be the reason why so many project managers have lost their jobs. Theoretically, no proof exist that the triple constraint is an acceptable measure for project success but it goes without saying that it is wildly used for exactly that purpose.