These authors believe that a project manager, in order to prove successful in project leadership, needs to also consider the nature and source of financing, global markets for material, labor, and services, political influence of external stakeholders, and risk factors beyond cost and schedule (2011). In a similar expansion on the traditional constraints, Duncan Haughey splits the concepts of quality and scope into two separate vertices, creating what he calls the Project Management Diamond, adding customer expectations as a new constraint on the success rate of a project based on the fact that no two customer expectations are the same (2011). Shane, Strong, and Gransberg’s article examines a number of case studies for projects that were affected through these traditional constraints but then further explores these case studies to show other constraints that can reveal themselves during the course of a project. The article champions the use of partnering to successfully maneuver these other more dynamic constraints. Partnering, according to these authors, has become a business practice which integrates the needs and preferences of project stakeholders outside the traditional owner-designer-contractor contractual relationship of traditional project management…