The Effects of Project Management Certification on the Triple Constraint

Joseph T. Catanio, Gary Armstrong and Joanne Tucker
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Joseph T. Catanio: Department of Management Information Systems, John L. Grove College of Business, Shippensburg University, Shippensburg, PA, USA
Gary Armstrong: Department of Management Information Systems, John L. Grove College of Business, Shippensburg University, Shippensburg, PA, USA
Joanne Tucker: Department of Supply Chain Management, John L. Grove College of Business, Shippensburg University, Shippensburg, PA, USA

International Journal of Information Technology Project Management (IJITPM), 2013, vol. 4, issue 4, 93-111

Abstract: This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities is the quintessential component that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a dismal success rate but successful projects have been on the rise. The authors attempt to determine if the increase of successful projects correlates to the increase in the number of certified project managers. Empirical evidence is presented that indicates certified project managers do not perform project scope, time, and cost management activities better than project managers without professional certification credentials.

Date: 2013
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