In addition, some researchers conceptualise project outcome as a uni-dimensional construct concerned with meeting budget, time, and quality (Mir & Pinnington, 2014; Müller & Turner, 2007; Turner, 2009), whereas others consider it a complex, multi-dimensional concept encompassing many more attributes (Atkinson, 1999; Jugdev & Muller, 2005; Lim & Mohamed, 1999; Shenhar et al., 2001). Shenhar et al. (2001) argued that projects are strategic, and project outcomes should be assessed according to short-term and long-term project objectives. Their framework links project outcome with competitive advantage, and includes: efficiency (meeting schedule and budget goals); impact on customers (customer benefits in performance of end products, and meeting customer needs); business success (project benefits in commercial value and market share); and preparing for the future (creating new technological and operational infrastructure and market…