Are projects truly successful just because they meet budget, time, and quality constraints? These are merely expectations—and expectations can be flawed.
If expectations are set too high, the team struggles, stakeholders get disappointed, and the project is labelled a failure. If expectations are set too low, even mediocre work appears successful, and organisations end up celebrating the wrong victories.
In reality, setting low expectations benefits the team but hurts the organisation—because meeting an easy target is not real success.
Maybe it is time to redefine project success—not by constraints, but by real impact.
