I. Introduction
Over the past several decades, organizations in different industries have increased utilizing projects to achieve their objectives [1]. Regardless of their type, projects commonly face uncertainties regarding factors making their success difficult to achieve, leading to low performance or even project failure [2]. The word "success" is relative and largely subjective [3]. The concept of project success has remained controversial. It is a concept that can mean so much to so many different stakeholders because of varying perceptions. However, scholars have interpreted success in terms of the "generic" triple constraints of cost, time, and quality in prior studies but because of the unrealistic and limited existence of the triple constraint measures, more recent literature has attempted to expand the way project success is evaluated from the perspective of various stakeholders. A project manager may define success as completing a project under planned time, cost, and quality [4]. However, users can evaluate project success based on functionality and reliability, and contractors' success can be measured in terms of project profit, on-time completion, safety performance, and commercial performance [5]–[12].