INTRODUCTION ■ L arge projects have an impact that can go well beyond the immediate completion of the project (Eweje, Turner, & Müller, 2012; Xue, 2009). Success is perceived not just by the traditional view of completing the work to time, cost, and quality, but also by whether the project delivers the desired outcome-that is, to deliver to the parent organization desired new capabilities and business objectives (Office of Government Commerce, 2007; Xue, 2009)-and whether it achieves the desired longerterm impacts (Xue, 2009), including delivering the parent organization's strategic objectives (Eweje et al., 2012), and desired future development of the business (Shenhar & Dvir, 2007). Large projects will have a wider range of stakeholders making judgments about whether the project and its output, outcome, and impact have achieved the desired objectives, and these stakeholders will make those judgments over the months, years, and even decades following project completion. The perception of success by a project's stakeholders often has little to do with whether the project was completed on time, at cost, and with the desired quality. There are well-known cases of projects that were substantially late and overspent but were later perceived to be very successful. The Sydney Opera House and Thames Barrier (Morris & Hough, 1987) are two examples. Meanwhile, other projects have been completed on time and at cost but have left their investors dissatisfied because they have failed to deliver the desired benefits. The Sydney Cross-City Tunnel for road traffic is one example. What this illustrates is that the wretched golden triangle of project success (time, cost, and quality) is an inadequate indicator of project success, and that success is not just related to completion of the project's scope of work, but also to the achievement of business objectives (i.e., the project delivers the desired outputs, outcomes, and impacts, that different stakeholders assess these different levels of project success, and that they do so over different time frames). The aim of this research is to develop a set of leading performance indicators for large projects that can be measured during project delivery to predict project success. Project success is measured not just by completion of the scope of work to time, cost, and quality, but also by performance of the project's outputs, outcomes, and impacts, and thereby the achievement of the desired business objectives, as assessed by different stakeholders over
