Beyond The Iron Triangle In Nigeria's ICT Sector: A Qualitative Study Of Adaptive Project Leadership And Success

Traditional project success measures centred on time, cost and scope are increasingly inadequate in volatile and complex environments. This study examines how project management practice and project success are conceptualised and evaluated within Nigeria's ICT sector, where rapid technological change intersects with infrastructural constraints and socio-political uncertainty. Drawing on a qualitative exploratory case study, data were generated via semi-structured interviews with fifteen senior ICT project professionals across public agencies, multinational firms, indigenous start-ups, and regulatory bodies, complemented by analysis of project artefacts including project charters, risk logs, stakeholder matrices, and post-implementation reviews. Reflexive thematic analysis reveals five interdependent dimensions shaping effective project delivery: sustained stakeholder engagement enacted as ongoing co-creation; continuous strategic and societal alignment; resilience through adaptive governance and iterative delivery practices; multidimensional success criteria incorporating legitimacy and long-term value; and contextual adaptability grounded in local cultural and institutional conditions. The study extends "beyond the iron triangle" perspectives on project success by providing empirical evidence from a Global South digital economy and reframes the project manager as an adaptive leader who integrates stakeholder governance, resilience, and contextual intelligence to support legitimate and sustainable digital innovation outcomes.