From hypothesis to evidence: testing the Ika and Pinto four dimensional model of project success

Abstract

The concept of project success has evolved significantly, nonetheless consensus remains elusive among academics and practitioners regarding its definition. Traditional models, such as the Iron Triangle, focus narrowly on cost, time, and quality metrics, often overlooking broader dimensions such as stakeholder satisfaction, organisational benefits, and societal impacts. Recently, the Ika and Pinto ‘Tesseract’ model of project success has been proposed, theorising a multidimensional approach that incorporates these extended criteria. This article examines the empirical validity of this model through the analysis of a large-scale survey of over 1,000 project practitioners. Employing exploratory factor analysis, the findings reveal four distinct factors that align with the Tesseract’s dimensions, including project constraints, internal organisational benefits, societal outcomes, and end-user impacts. These results substantiate the Tesseract model’s multidimensional structure, suggesting that traditional metrics alone are insufficient for capturing the full scope of project success in contemporary, complex environments. This study not only validates the Tesseract model’s pertinence but also offers a basis for further research into expanded frameworks that reflect the diverse objectives of modern projects.

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ORCID for Nicholas Dacre: orcid.org/0000-0002-9667-9331

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