Though conceptually, this is a very useful consideration as a traditional understanding of the project management execution - known as the iron triangle, it is far from providing a comprehensive measure of project success or failure. Gratifying, however, is the observation that there is a fundamental understanding of, and perhaps some degree of appreciation for the project management profession. Noting that we have come a long way to be where we are in cultivating a project management culture in Botswana, one needs to recognise that learning and practicing what has been learnt takes a very long time. The hope is that there shall be continued knowledge acquisition, and we therefore should feel good about what has been achieved so far as, in general terms Botswana seems to be along the right path towards delivering successful streams of development projects. This would be good for the country. As a matter of hope, some of these projects could be of ostentatious scale and triple p (ppp) delivery as may be the case with the Botswana Innovation Hub and the Botswana International University of Science and Technology.
Since advancement of the project management profession worldwide is not static, one needs to bring on board some of the challenges the country is faced with in order to set ourselves a trend to follow. For example, the iron triangle configuration of project management, which limits the application, and indeed the project implementation regulatory framework mainly to time, budget, and set metrics - though fundamental - has been found deficient for contemporary application and modern stakeholder expectations.
