## 1 Introduction
For example, if the technical improvement requested can be viable in their productive environment, or if the productive techniques used can be sustainable and applicable in environments other than the experimental one, or if the variables measured and that guarantee the success in the management of the project (thanks to the fulfillment of the objective) are valid, applicable, and expandable in their organizations. Naturally, the organization in charge of carrying out the project can help to determine the answer to some of the questions raised, however, the holistic experience is held by the project owner and not by the organization carrying out the project. There are numerous ways to define project success, and each of these ways differs based on the kind and scope of the project [14; 15]. Typically, project success is described as the fulfillment of some externally perceived criteria [16]. Criteria, however, refer to a rule or standard by which something is assessed [17]. Project success is traditionally assessed based on the three major criteria of the so-called \"iron triangle\": cost, time, and quality (or scope) [18]. Moreover, even though these ideas are distinct but related to one another, success factors and success criteria have been used synonymously in project management literature. The collection of circumstances and events that help a project to succeed are known as success factors [17], and success criteria are the successful outcomes of projects and are the parameters by which success is measured [19]. Although the desired benefits might be stated in the benefit-management plan and business case of a project, current standards do not define how success or failure criteria will be determined [20]. Without performance metrics for success, an organization cannot be effective since it is impossible to know whether the right things are being achieved. Even with initially defined success criteria, the question remains if a project can succeed in achieving goals that it was not intended to reach, since the pace of change increases and organizations encounter environments which are usually described by volatility, uncertainty, complexity, and ambiguity [21]. Even if the project goals are achieved at the end of the project, how can we measure the success of that project if we do not even agree on a definition of it in the context of project management [22; 23; 24; 25]? The criteria for defining project success change from one project to another, from organization to organization, and even within the same project, making success contextual to both the project organization and its stakeholders [26]. The identification and management of the project success criteria play a crucial role in achieving project success in organizations. Project managers (PMs) of the organization and internal stakeholders of the projects are active and crucial actors in identifying, evaluating, and contributing to improving project management practices in the organization. According to research, stakeholders may have various ideas of what makes a project successful, both in terms of how important the criteria are and how the project's achievements compare to the criteria [27; 28]. According to [PERSON] [29], the perceptions of success by stakeholders are significant, as are the perceptions of important criteria and actual performance. The need to control the project and the outcomes that are generated during the project life cycle is of vital importance to the organizations involved in the project. An approach is based not only on the success of the project management or on the fulfillment of time or cost constraints. It is necessary to analyze from the early stages of the project the quality of the work completed, and thus be able to analyze whether these results go hand in hand with the objectives not only of the project but also of the stakeholders. A more holistic understanding of project success can be achieved by measuring success throughout the project life cycle and including stakeholders in these measures of effectiveness [11; 30].