Academia and the profession have been very slow to recognise that the traditional advice has limited impact on project success. The following link and schematic have been provided to help the reader explore the relatively few studies that recognise the limitations.
Badewi, A., 2016. The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework. International journal of project management, 34(4), pp.761-778.
Carvalho, M.M.D. and Rabechini Junior, R., 2015. Impact of risk management on project performance: the importance of soft skills. International journal of production research, 53(2), pp.321-340.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International journal of project management, 33(6), pp.1377-1392.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Papke-Shields, K.E., Beise, C. and Quan, J., 2010. Do project managers practice what they preach, and does it matter to project success?. International journal of project management, 28(7), pp.650-662.
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project success. International journal of project management, 33(5), pp.1040-1051.