This paper describes project management in terms of project scope, project time and project cost, the triple constraint. The authors contend that the ability to effectively manage the triple constraint determines whether a project succeeds or fails. Literature shows that projects carried out in Kenya have a dismal performance rate. The authors attempt to assess whether project management competence expressed as project management experience and project management professional certification has an influence on the project management triple constraint. Empirical evidence is presented that indicates that project managers with more years of experience do not manage the triple constraint better than their less experienced counterparts. Also, project managers with a professional certification do not manage the triple constraint better than their non-certificated counterparts.
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Published by Human Resource Management Academic Research Society (www.hrmars.com)
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